Universality and the SDGs:

A Business Perspective
Universality and the SDGs:
A Business Perspective
We would like to thank the SDG Funds Private Sector
Advisory Group, whose perspectives provided the basis
for this report.

The analysis and recommendations contained in this

report do not necessarily reflect the official views of the
SDG Fund, the United Nations or its Member States.

Examples and best practices mentioned in the

report were collected during workshops and through
submitted questionnaires from businesses. Companies
were notified before all workshops of their potential
inclusion in this report, and the responsibility for
opinions expressed in examples rests solely with them.
Reference to names of firms and company actions do not
imply their endorsement by the SDG Fund Secretariat,
nor by the United Nations and its Member States.

2016 SDG Fund

Table of Contents:
FOREWORD................................................................. 5
1. INTRODUCTION: UNIVERSALITY IN PRACTICE........ 7
1.1. The Sustainable Development Fund and
partnership with the private sector............................. 8
1.2. Meaning of Universality in a UN Context............... 9
1.3. Why is the SDG Agenda universal?..................... 12
1.4. Workshop and report methodology: Exploring
Universality in the business context.......................... 13
2. BUSINESS CONTRIBUTION TO A UNIVERSAL
SUSTAINABLE AGENDA............................................ 15
2.1. How is this universal agenda relevant
to business?.............................................................. 16
2.2. How are companies adapting these 17 universal
goals to their specific context?.................................. 20
2.2.1. Aligning the Corporate Strategy with the
Sustainability Agenda......................................... 20
2.2.2. Working with company employees: Raising
internal awareness............................................. 22
2.2.3. Understanding where companies are:
Internal diagnostic.............................................. 24
2.2.4. Institutional support: Legislation and
international standards...................................... 25
2.3. What challenges are companies facing?............. 26
2.3.1. Reconciling universality and diversity....... 27
2.3.2. Setting up concrete goals: Defining metrics
and indicators..................................................... 27
2.3.3. Societal awareness and engagement........ 28
2.3.4. Alliances: Governments and
the private sector................................................ 28
2.4. Overcoming the challenges................................ 31
2.4.1. Improving development: A framework
to learning.......................................................... 31
2.4.2. Learning by doing..................................... 32
2.5. Communicating on SDGs performance.............. 38
2.5.1. Looking for evidence:
Tools and strategies............................................ 38
2.5.2. Learning to tell the SDG story................... 40
3. CASE STUDIES...................................................... 42
3.1. Grupo Nutresa.................................................... 43
3.2. Sahara Group..................................................... 44
3.3. BBVA Microfinance Foundation.......................... 45
3.4. Organizacin Ardila Llle.................................... 46
3.5. Fundacin SERES............................................... 47
3.6. Ebro Foods......................................................... 48
3.7. H&M................................................................... 49
3.8. Ferrovial............................................................. 50
3.9. PVBLIC Foundation............................................. 51
3.10. SABMiller.......................................................... 52
4. TOOLS FOR BUSINESSES..................................... 53
4.1. The UN Global Compact and the SDG Compass:
Aligning business strategies
with the SDGs ...................................... 54
4.2. Local Dimensions of the Global Agenda: Local
Networks................................................................... 56
CONCLUSION............................................................ 58
FOREWORD
One year ago, the SDG Funds Private Sector Advisory
Group launched its first report with a clear objective:
to understand how the United Nations and the private
sector could better work together and partner to
achieve the new Sustainable Development Goals.
The 2030 Agenda for Sustainable Development
clearly recognizes a prominent role for the private
sector. Alliances and innovative partnerships between
governments, businesses, civil society and UN Agencies
are also clearly central to meeting the needs of such an
ambitious agenda. Most telling from the report was a key
conclusion: businesses want and need to be brought to
the table from the very start. Developing partnerships
and initiatives must mean that relationships are aligned
from the beginning. For companies, true collaboration
often means co-investment, but also working to co-
design and participating in the implementation and
evaluation process. At the SDG Fund, a multi-donor
and multi-agency UN mechanism, we are taking these
conclusions to heart, and as a result we are eager
to continue to devise a greater understanding of
engagement as well as build on a new generation of
public-private partnerships in the field.
Tackling some of the most pressing challenges requires
a diverse array of investment and impetus from both
governments and businesses. Now, one year into the SDG
implementation, our second report sets out to address
another key feature of the 2030 Agenda: universality.
With this report, the SDG Fund intends to shed light on the
practical business aspects of the concept of universality
and bring the business perspective to the forefront.
The fact is that universality offers a clear message for
achieving the SDGs in a more inclusive way, leaving no
one behind. The concept also envisions a strong role for
businesses, both large and small, across all countries
and sectors to engage with the SDGs. This means that
businesses need to understand the compelling case for
the SDGs, determine methods to incorporate them in
their activities, and ultimately find ways to make them
part of their organizational culture, reporting systems
and operations.
The report process stemmed from 5 regional workshops
and an accompanying survey that allowed the SDG
Fund to engage in a focused dialogue with almost
100 companies (and their leadership), representing
enterprises of all sizes, sectors and regions. This report
aims to reflect their inputs and voices along with those
of the SDG Funds Private Sector Advisory Group.
After providing an initial overview on the concept of
universality, the SDGs and the link to varied business
activities, our findings highlighted four main conclusions:
First, many companies admitted that they did not
fully comprehend the depth of the SDGs and, in some
cases, how to best implement them, while others
were fully embedding the SDGs into their planning
5
processes and current initiatives. In some cases,
companies were already contributing directly to the
achievement of one or several of the 17 Goals. This is
clearly indicative of the need for governments, UN and
development actors to strengthen our communication
and outreach efforts to ensure that the SDGs are
understood, not only by the private sector, but also
by citizens, whose behaviors, attitudes and priorities
will determine business operations.
Second, sustainability, understood in its three
dimensions (economic, social and environmental),
is the key feature that seems to allow companies to
connect with the SDGs. Most companies understand
that sustainability is essential for their long term
success and to operate and thrive in new markets. The
notion of sustainability allows companies to make a
significant contribution to the SDGs, often through their
core operations. Not surprisingly, this is happening not
only among large multinationals but also with some of
the SMEs that participated in this study. Organizations
such as Global Compact, the Global Reporting Initiative,
the World Resource Institute or UNDPs Business Call
to Action are developing useful tools for companies,
but according to our findings, only a small selection
of the companies participating in this research are
benefiting from such learnings. Expanded training on
the use of these tools as well as creating new resources
will be a key priority going forward.
Third, many companies see an added value to building
their sustainability plans around the SDGs. This is
because they provide an overarching and globally-
endorsed framework that can bring together all their
current corporate social responsibility, sustainability
and environmentally-friendly initiatives. By providing
a common language and set of targets, it allows for
better communication and collaboration between
actors, resulting in a more effective use of companies
resources and human capital when it comes to
sustainability and development initiatives.
Finally, in spite of a clear willingness and interest
in partnering with public and private sector actors,
business are still lacking viable opportunities for
engaging in crucial multi-stakeholder partnerships.
Overall, business are eager to work with the UN and
find the UN to be an important partner for convening
programs, especially linked to development
initiatives that are innovative, inclusive and otherwise
perceived as somewhat risky. The report includes
some examples of public-private partnerships that
the SDG Fund has established in Nigeria, Viet Nam,
Mozambique and the occupied Palestinian territory.
This is a critical aspect that will be the focus of the
SDG Fund in the next few years.
I want to thank all our partners that have been engaged
in the process of preparing this report. First, to the
companies that have shared their insight and experience,
particularly to the member companies of the SDG Funds
Private Sector Advisory Group. In the last two years, their
commitment, creativity, and much needed input has
allowed us a greater understanding of how to partner in
achieving the SDGs. For this report Nutresa, Organizacin
Ardila Llle, Fundacin Seres, Sahara Group and BBVA
Microfinance Foundation, supported us in our efforts to
organize regional workshops. A special thanks also to the
Global Compact and its local networks that moderated
all of the workshops and produced a description of tools
already available for companies interested in the SDGs.
Especially, thank you to Javier Cortes, responsible for
local networks of Global Compact in the Americas. He
prepared the first draft explaining the GC compass tool
incorporated in the last part of this report. Also, a heartfelt
thank you to Ignacio Alvaro, who analyzed the qualitative
data (interviews, surveys, transcriptions of workshops)
and collected this important reflection and report from
the participating companies.
I also would like to use this chance to give thanks to the
whole team in the SDG Fund. Huan Xiao coordinated the
6
final version; Rebeca Huete who prepared the reports
concept note and questionnaires; Nuria Diez del Corral
prepared case studies; Teresa Burelli coordinated the
work with PSAG; Karen Newman facilitated valuable
comments to the final draft; Raul de Mora coordinated
the process for editing and design; the whole team was
completely committed and Im very grateful for it.
While going through this report, the reader will find as
many answers as questions on how to bring businesses
to the forefront of this universal agenda. This we
believe is an integral part of the starting point for this
report. The 2030 Agenda and its SDGs are the universal
property of governments, of international development
organizations, of communities, of businesses. But as
a universal asset we need to better understand the
agenda, and protect it as a collective mandate for the
next 14 years. This will be the crux of the SDG Funds
vision and future work.
Paloma Durn,
Director, Sustainable Development Goals Fund
 INTRODUCTION:
UNIVERSALITY IN PRACTICE
1.1.
The Sustainable
Development Goals Fund
and partnership with the
private sector
The Sustainable Development Goals Fund (SDG Fund)
is an international, multi-donor and multi-agency
development mechanism established in 2014 by the
United Nations Development Programme to work across
the UN System. The SDG Fund builds on the experience,
knowledge, lessons learned and best practices of the
Millennium Development Goals (MDG) experience,
while expanding its activities towards sustainable
development and a stronger focus on public-private
partnerships. It brings together UN agencies, national
governments, academia, civil society and businesses
to support sustainable development activities through
integrated and multidimensional joint programmes.
All programmes are facilitated in a co-design, co-
implement and co-finance fashion and bring together
an average of three UN agencies per programme.
Currently operating in 23 countries, SDG Fund joint
programmes are directly improving the lives of more
than 1.4 million people.
To better align public-private partnerships for sustainable
development, the SDG Fund established a Private Sector
Advisory Group (PSAG) in April 2015, formed by business
leaders from various industries worldwide. These
8
leaders are helping the SDG Fund to build a roadmap
of how public-private alliances can provide large-scale
solutions for achieving the SDGs. The PSAG bi-annual
meeting brings companies together to collaborate and
discuss practical solutions pertaining to the common
challenges of contemporary sustainability. Day-to-day,
PSAG members work closely with the SDG Fund, offering
suggestions on how to work more effectively with one
another at the national level and provide strategic
support to achieve better development results in
coordination with the private sector.
In November 2015, the SDG Fund launched a report
on Business and the United Nations in conjunction
with Harvard`s Kennedy School and Business Fights
Poverty, based on insights and best practices collected
from interviews with business leaders representing a
select group of companies from several regions of the
world, and a variety of industries that make up the
Private Sector Advisory Group. The report outlined
the business and development case for increased UN-
business engagement as well as recommendations on
how the UN can work more effectively on this shared
imperative.
As major drivers of inclusive economic growth and job
creation, and an important partner in achieving the
2030 Agenda, businesses and the private sector realize
the pressing need to understand how they relate to the
universality aspect of the SDGs. This maintains that
the SDGs are applicable to all, including the private
sector. Much like Member States, businesses need to
integrate the 2030 Agenda into their strategies and
actions according to their distinct situation. Bearing this
in mind, the SDG Fund consulted members of the PSAG
during its bi-annual meetings in November 2015 and
May 2016 to jointly work on a report discussing what the
universal dimension of sustainable development means
for business actors, why the 2030 Agenda is relevant
and how it could provide guidance to businesses.
1.2.
Definition of Universality
within the context of the UN
The SDGs call for collaborative partnerships between
all countries and stakeholders, ensuring that none
are excluded. It is an inclusive and universal agenda,
built on the co-ownership of all actors and on the
understanding that these shared common goals will
only be achieved through collaboration and collective
action in a transparent, interlinked, universal space. It
is a worldwide goal, requiring international cooperation
and joint responsibility. To better translate the concept
9
of universality into practice requires clarity on the
meaning of the term and what it implies, which will also
help facilitate consensus towards achieving the SDGs.
The UN Charter and the Universal Declaration of Human
Rights were among the first international agreements to
frame the notion of universality. Since then, this term
has been used in the context of common principles and
standards. Sustainable development was established as
a universal agenda at the Rio Summit of 1992. Twenty
years later, the Rio +20 outcome document, The
Future We Want, underscored that the United Nations
has a universal and central role to play in establishing
an inclusive and effective multilateral system to
better address the global challenges of sustainable
development. The Future We Want also reaffirmed that
sustainable development goals should be global
in nature and universally applicable to all countries,
while taking into account different national realities,
capacities and levels of development and respecting
national policies and priorities1.
Given the various definitions of universality that exist,
the United Nations Environment Programme (UNEP)
and the United Nations Human Rights Office of the
High Commissioner (OHCHR) have put forward a four-
part notion of universality: 1) universality requires the
recognition of universal principles, standards and values
applicable to all countries and all peoples; 2) universality
means recognizing the interconnectedness of national
and global development challenges, and therefore
universal commitments to address them; 3) universality
1. A/RES/66/288* Resolution adopted by the General Assembly on
27 July 2012, The future we want
means recognizing that sustainable development issues
exist in all countries; and 4) a universal commitment
to leaving no-one behind means shared concerns for
reaching everyone, including the most vulnerable,
marginalized and excluded populations. 2

The 2030 Agenda for Sustainable Development is a

truly universal agenda that encompasses the definition
provided by UNEP and OHCHR. The SDGs are a set of
comprehensive, far-reaching and people-centered A FOUR-PART NOTION OF UNIVERSALITY
goals and targets, through which world leaders
pledged common action and commitment across a Interconnectedness of
broad policy agenda. The goals are integrated, global Recognition of
national and global
in nature and universally-applicable. The targets universal principles,
development
are defined as aspirational and global, with each standards and values
challenges
Government setting its own national targets, guided by
the ambitious global agenda but taking into account
national circumstances. 3 The 2030 Agenda calls for Sustainable Universal
development issues commitment to
exist in all countries leaving no one behind
2. UNEP Post 2015 Note #9, Universality in the Post 2015
Sustainable Development Agenda
3. A/RES/70/1 Resolution adopted by the General Assembly on Source: UNEP and OHCHR
25 September 2015, Transforming our world: the 2030 Agenda for
Sustainable Development

Fig 1:
The Sustainable
Development Goals

10
actions at the national, regional and global level, as
well as international cooperation and accountability
to all citizens.
Also within the UN system is the United Nations Global
Compact, which provides a platform for businesses to
commit to universal principles in the areas of human rights,
labour, the environment and anti-corruption that are based
on UN conventions. With a UN General Assembly mandate
to advance United Nations values and responsible
business practices within the United Nations System and
among the global business community4 the UN Global
Compact works to translate the SDGs into action.
Another leading entity in the study of universality
in sustainable development is the World Resource
Institute. 5 With a focus on universality, integration and
policy coherence, early SDG implementation in OECD
4. A/RES/70/224
5. The World Resources Institute (WRI) is a non-governmental
global research organization. http://www.wri.org/
11
countries was examined, especially with regards to how
these countries are beginning to reevaluate and reshape
domestic agendas to bring them in line with the 2030
Agenda. Universality is defined here as the need for
all countries to internalize their interdependencies in
their actions, to consider how domestic actions impact
other countries and the global commons, and also to
take account of new actors who may constrain as well as
shape national policies notably global corporates and
civil society networks6.
The definition of universality as it relates to the UN has
therefore been clearly established and helps integrate
all Member States into the new agenda. Universality
in the SDGs requires the inclusion of all, extending
common but differentiated responsibilities to all people,
countries and actors.
6. Universality, Integration, and Policy Coherence for
Sustainable Development: Early SDG Implementation in
Selected OECD Countries, World Resource Institute

1.3.
Why is the SDG Agenda
universal?
The principle of universality has been widely
characterized as a foundational value of the SDGs
and also one of its more innovative ones. It has a long-
standing tradition in the UN system and underlies
much of its normative work, for instance in the realm
of human rights. However, its application has usually
been confined to specific regulatory frameworks, not
to an all-encompassing programmatic agenda. Unlike
the previous MDGs, which were conceived mainly as
an agenda for development centered on attaining a
set of basic, minimum living standards in developing
countries, the 2030 Agenda is universal in scope7.
Universal means that the subject belongs or extends
to all countries and their people. The SDG Agenda is
no longer about developed and developing countries,
the rich and the poor; it now extends worldwide. The
agenda commits all countries to contribute towards a
comprehensive effort for global sustainability in all its
dimensions social, economic and environmental
while ensuring equity, peace and security. These goals
show that our society, from each individual to every
collective organization, has an agenda to achieve and
that sustainable development has become a must for all
if the world is to survive and progress is to be shared.
It is also time to learn from recent history using the MDG
experience. In 2000, the UN committed itself to eight
ambitious MDGs for reducing global poverty by 2015.
And it worked. From 1990 to 2010 the number of people
living in extreme poverty was cut in half, from 43% to
21% of the worlds population8. The MDGs helped to
make the claim for poverty eradication global, bringing
the attention and support of not only governments and
aid institutions, but new philanthropic organizations
and some private sector organizations and corporations.
Additionally, this was the first time all UN Member
States have agreed to name and quantify international
development goals, which has helped to align and
mainstream development strategies and efforts towards
common objectives.
7. Universality and the 2030 Agenda for Sustainable Development
from a UNDG Lens. Available from https://www.un.org/ecosoc/sites/
www.un.org.ecosoc/files/files/en/qcpr/undg-discussion-note-on-
universality-and-2030-agenda.pdf
8. World Bank, World Development Indicators, updated 14 October
2016. Available from http://data.worldbank.org/data-catalog/world-
development-indicators
Economic growth in developing countries did not
necessarily lead to development, as it failed to address
the issues of inequality and environmental risk. Many
local and foreign investments did not permeate to create
a more inclusive and sustained human progress. The
MDG approach was primarily based on government-
led initiatives, with business involvement limited to
an ad hoc basis. For a number of reasons, a structured
framework for engagement of the private sector with the
MDGs was never offered.9
Given the uneven situation with poverty, a great deal
of work is left. According to latest data available (2013)
from the World Bank, over 750 million people still live
with less than 1.90 USD/day.10 The changing geography
of poverty will pose many development challenges
over the next 20 years, particularly in light of the recent
economic downturn and its general impact on the
population and livelihoods. 11
These great global challenges will
require innovative approaches
and new partnerships to promote
responsible public and private
investment, sustainable public
engagement and collective
action.
Fortunately, times have changed and awareness
regarding the potential role and contribution of
the private sector in addressing some of the global
development challenges has significantly evolved.
The new international commitments emanating from
the Busan partnership for Effective Development12 in
2011, the Addis Ababa Action Agenda in 201513 and the
2030 Agenda for Sustainable Development14 call for
greater private sector participation in the design and
9. Universality and the 2030 Agenda for Sustainable Development
from a UNDG Lens. Available from https://www.un.org/ecosoc/sites/
www.un.org.ecosoc/files/files/en/qcpr/undg-discussion-note-on-
universality-and-2030-agenda.pdf
10. World Bank, Poverty Overview, Available from http://www.
worldbank.org/en/topic/poverty/overview (accessed 2 October 2016
11. Veronika Penciakova, Laurence Chandy, andNatasha Ledlie, The
Final Countdown: Prospects for Ending Extreme Poverty by 2030,
(Brookings, 2013). Available from https://www.brookings.edu/
research/the-final-countdown-prospects-for-ending-extreme-poverty-
by-2030-report/
12. Additional information on the Busan Partnership for Effective
Development Co-operation is available from http://www.oecd.org/
development/effectiveness/busanpartnership.htm
13. Additional information on the Addis Ababa Action Agenda is
available from http://www.un.org/esa/ffd/ffd3/press-release/
countries-reach-historic-agreement.html
14. Additional information on the 2030 Agenda is available
from https://sustainabledevelopment.un.org/post2015/
transformingourworld
12

implementation of development policies and strategies
to foster sustainable growth and poverty reduction, and
to innovate financial mechanisms to mobilize private
financing for the sustainable development agenda.
Key international commitments that
recognize the increasing role of private
sector in development
Busan Partnership for Effective Development (2011)
Addis Ababa Action Agenda (2015)
2030 Agenda for Sustainable Development (2015)
13
1.4.
Workshop and report
methodology: Exploring
universality in the business
context
To explore the concept of universality in the context of
what it means for the private sector, and to communicate
the necessity of understanding the universality
perspective of SDGs for companies, the SDG Fund
has conducted five workshops in Nigeria (Abuja), the
United States (Houston), Spain (Madrid) and Colombia
(Bogot and Medelln). Co-organized by PSAG members
Sahara Group, BBVA Microfinance Foundation, Seres
Foundation, Grupo Nutresa, and Organizacin Ardila
Llle, the workshops aimed to raise awareness about the
SDGs and to learn how businesses are engaging with the
2030 Agenda. The Fund has brought together nearly 100
private sector actors to explore the universality concept
in practice. The workshops aimed to involve companies
that differed in terms of size, sector and regions of
operation. Background information on universality and
the SDGs was sent to workshop participants ahead of
time. The SDG Fund also developed a questionnaire
to facilitate effective discussion at the workshops and
help achieve meaningful outcomes. All workshops
were moderated by United Nations Global Compact
representatives, utilizing their expertise and experience
interacting with the private sector.
The outcomes of these groups were recommendations
and suggestions concerning their challenges and
experiences. Many of the reflections by workshop
participants and questionnaire respondents, when
found relevant with the overall analysis, have been
included in the report.
The five in-person workshops and 41 questionnaires
received from workshop attendees form the basis of this
report. The group of 93 companies that have contributed
are referred throughout the report as participants or
participating companies, in all cases referring to the
overall group, or specific percentages according to the
contact analysis.
The chapter 2 of this report reflects the work carried out
during those workshops and the related questionnaires
14
submitted by the companies. It shows the experiences
and challenges from different businesses coming from
varying industries, backgrounds and countries to try to
understand how businesses are already contributing to
the SDGs. For a more in-depth analysis, this report also
draws lessons from other publications to support the
findings.
Each of the sections included in the report represents
key issues worked by the participants. In this sense, each
incorporates a variety of perceptions and statements
from the various industries to reflect the diversity of
the universal agenda and what universality means in
practice. This intends to inspire, as different companies
may see themselves reflected in the examples, but
mostly to facilitate and convey learnings for the private
sector and other institutions about how to better
contribute to the SDGs. This is what, in the report, is
called universality in practice.
CONTRIBUTION OF BUSINESSES TO A
UNIVERSAL SUSTAINABLE AGENDA
2.1.
How is this universal agenda
relevant to business?
If the push for greater private sector involvement in
Sustainable Development is to succeed, it is essential
to understand how this agenda is relevant to businesses
and why. The majority of the participating companies
relate to the SDGs through their sustainability strategies.
All have stated that SDGs are potentially applicable
to any company, whether public or private, small or
large, national or international. However, what is most
significant is that all of them agree that their main
capabilities to contribute to the SDGs lie in their core
business, which represents a key change from previous
philanthropic approaches.
Companies are challenged more than ever by the
changes in the global economic environment and
have realized that sustainable growth will only take
place if it incorporates social, environmental and
economic impacts to their activities and strategies.
Inequality has been increasing around the world,
but access to information and the democratic power
it contains is now universal. Therefore companies,
institutions and, certainly, governments are now
held accountable by citizens more than ever before.
Knowledge management, the information economy,
the incorporation of intangible assets to the valuation
of the company, etc., are producing a major change in
the business management model, which has extended
companies visions towards an integrated approach
conducive to building sustainable relationships with
society.
During the last few decades, companies have been
increasingly placing responsible practices and
sustainability objectives at the heart of their strategies.
For the participants, sustainability has become a main
principle of businesses corporate strategies. In fact,
sustainability in business is becoming an essential
component for organizations success. By meeting
societys demand for solutions to social problems,
sustainability brings to companies a competitive
advantage that ensures their long-term viability. Efforts
towards sustainability are increasingly considered
more as investments than costs. According to a 2016
study15 by Massachusetts Institute of Technology
Sloan Management Review (MIT SMR) and The
Boston Consulting Group (BCG), based on a 2015
global survey, nearly 90% of surveyed companies
consider sustainability strategy essential to remaining
competitive. Responses to our questionnaire show
that many participants believe the SDGs are able to
15. Gregory Unruh, David Kiron, Nina Kruschwitz, Martin Reeves,
Holger Rubel, and Alexander Meyer Zum Felde, Investing for
a sustainable future, (MIT Sloan Management Review, 2016).
Available from http://sloanreview.mit.edu/projects/investing-for-a-
sustainable-future/
16
 Business and the SDGs:
A shared imperative

Benefits of Engaging Benefits to Business of

Business in the SDGs Engaging in the SDGs
1. Harnessing business core role in generating growth, 1. Securing the long-term success of business by
improving the broader enabling environment and
productivity and jobsall core drivers for progress.
ecosystems in which business operates.

2. Accessing private sector innovation around 2. Identifying and managing material risks and costs.
technologies, products, services, processes and
business models.
3. Building reputation, strategic market positioning
and safeguarding a license to operate.
3. Creating opportunities to achieve scale by
harnessing businesses knowledge of designing
business models to meet specific customer needs
4. Strengthening relationships with employees,
customers and other stakeholders.
in a scalable way.

5. Creating or accessing new markets. Technology,

4. Leveraging public sector and aid investments product, service and business model innovation
that contributes to the SDGs also offers
with corporate philanthropic, social or commercial opportunities to reach new growth markets and
investment. strengthen competitiveness.

5. Accessing complementary know-how and skills.
6. Building alliances to promote responsible social
and environmental good practices, as well as
spreading broader values and norms such as
protecting and respecting human rights, promoting
good governance and accountability, and increasing
inclusion and equality.
6. Aligning business action with the vision of the
companys leadership and expectations of its
employees, customers or clients.
Ref: Working Together Towards the
Sustainable Development Goals: A
Framework for Action-SDGF Report

enhance the competitive advantage of companies,
such as helping to streamline and communicate their
sustainability efforts to stakeholders.
In a paper for the National Bureau of Economic Research,
Robert G. Eccles, Ioannis Ioannou and George Serafe16
researched the differences in performance between
companies that had adopted sustainable policies by
16. Robert G. Eccles, Ioannis Ioannou, and George Serafeim, The
impact of corporate sustainability on organizational processes and
performance, in Management Science, vol. 60, No. 11 (November
2014) p. 2835-2857. Available from http://dx.doi.org/10.1287/
mnsc.2014.1984
1993 and companies that had not. Using data from 180
entities, they found that by 2009, companies that had
adopted such policies were more likely to be long-term
oriented and more transparent. However, what was most
interesting was the realization that those companies
greatly outperform their counterparts over long-term
periods.
The previous SDG Fund report, Business and the United
Nations: Working Together Towards the Sustainable
Development Goals, introduced key benefits for institutions
and companies working with the SDG Agenda as shown
in the box above. These benefits will be highlighted
throughout the report by the companies experiences.

17
In acknowledging the importance of the SDGs, workshop
participants agree that the lack of commitment to the
agenda can impact a businesss reputation and thus its
sales as well. Consumers are the last link in the value
chain and through their participation they reward,
encourage, reject or punish products, brands, formats
and other attributes related to the object of consumption
based on variables such as reputation, values or ethical,
social and environmental considerations. During the
last 20 years, companies have witnessed the rise of
conscious consumers and have no doubt that engaging
in the SDGs is a strategy to promote corporate goals and
help their businesses remain in the markets in which
they operate. A PricewaterhouseCoopers (PwC) report
from 201517 on SDG engagement showed that 90% of
17. PwC, Make it your business: Engaging with the Sustainable
Development Goals (PwC, 2015). Available from https://www.pwc.
com/gx/en/sustainability/SDG/SDG%20Research_FINAL.pdf
How are the SDGs relevant to business?
Universality in practice
For SABMiller, a multinational brewing and beverage
company, though philanthropy and community investment
continue to play a role in sustainable development, its
most powerful contribution to the SDGs will be made
through its core operations and its value chain. Specifically,
the jobs it creates and sustains, the economic growth and
investment that it stimulates, the way it stewards natural
resources, and the high standards of responsible behavior
that it set for itself across the business.
The mission of the SERES Foundation is aligned in
many ways with the objectives of the SDGs, which is
to promote the transformation of the business reality
to create better societies. Moreover, the SDGs have
become the universal language and vehicles that can
facilitate the path to achieve the goals. The foundation
highlights the importance of adopting SDGs and
therefore encourages the integration of the goals in the
companies they work with.
For BBVA Compass, using the SDGs as a framework
is particularly beneficial as it provides a clear starting
point and encouraging the establishment of a wider
culture of sustainability. In addition, by using a universal
agenda such as this, they hope their efforts will help
foster an environment where other organizations will
be encouraged to adopt these same goals, creating
citizens believe it is important that business signs up
to the SDGs, and 78% of citizens said they were more
likely to buy the goods and services of companies that
had done so. But not only consumers are more likely
to be impacted by SDG-oriented businesses. According
to a MIT SMR report18, 60% of investment firm board
members are willing to divest from companies with a
poor sustainability footprint.
18. Gregory Unruh, David Kiron, Nina Kruschwitz, Martin Reeves,
Holger Rubel, and Alexander Meyer Zum Felde, Investing for
a sustainable future, (MIT Sloan Management Review, 2016).
Available from http://sloanreview.mit.edu/projects/investing-for-a-
sustainable-future/
a collaborative information-sharing environment and
more effective steps towards achieving the SDGs.
Postobn, a beverage company, believes that their
business has a great transformative capacity and
responsibility to contribute to sustainable development.
The global agenda is an opportunity to establish alliances
and partnerships. The company has integrated the 17
SDGs into its mission, vision and values, transferring
them to the essence of its business strategy.
Ebro Foods, a multinational company in the food-
processing sector, sources agricultural raw materials
and produces finished products in developing countries.
SDGs 2, 3, 12, 13 and 15 are key for them and are reviewed
regularly to track objectives and results.
BBVA Microfinance Foundation, is a non-profit institution
launched by the BBVA Group as part of its CSR, with the
mission of promoting sustainable and inclusive economic
and social development for vulnerable people, through
financial inclusion. Its activity is aligned with the SDGs.
Grupo Nutresa is one of the largest food companies in
Latin America with 8 business units, Cold Cuts, Biscuits,
18
Chocolates, Coffee, Retail Food, Ice Cream, Pasta and
TMLUC (Tresmontes Lucchetti). The company currently
has a presence in 14 countries and products sold in 72
countries in 5 continents. It is committed to developing
new ways of doing business, considering the capability
they have to positively transform the social problems
that take place inthe territories inwhich thecompany
operates. In the same way, its geographical scope allows
them to spread the positive impact of any action that is
intended to do. The Organization has aligned its actions
to the achievement of the SDGs to join this important
global agenda.
Beyond the work they do internally to help achieve a
number of the SDGs, KPMG Spain believes their main
contribution to the advancement of the 2030 Agenda
is through SDG 16 and their role in helping improve the
business sectors integrity and trustworthiness. They
encourage transparency, counter corruption and maintain
their strict independence to ensure their services help
improve accountability in the private sector. They aim to
make the companies they work with more competitive,
better managed and more responsible, therefore
improving stakeholder confidence and helping create an
environment that fosters cooperation and trust.
Supracaf, a small enterprise dedicated to the
production of coffee believes that its employees and
coffee producers welfare are key principles for its
success. For them, sustainability is their quality-adding
value. Being small, it has been easy for them to translate
the language of the SDGs into the entire organization.
Everyone is fully engaged. According to the IMF, formal
micro, small and medium enterprise (MSME) employ
more than one third of the worlds labor force.
AIG, an insurance company, shared that it is forming a
sustainability network across companies. It highlighted
that there is a general interest in building partnerships
in line with SDG 17. However, it is challenging to build
business cases to have buy-in support of shareholders
and other stakeholders.
Olam, a global agri-business, believes its wide reach
across global agricultural supply chains places it in a
unique position to positively impact the three pillars of
sustainable development: people, planet and prosperity.
According to them, more than any other sector, agriculture
faces huge sustainability challenges that are complex. On
a global scale, their operations and those of their suppliers
are at risk due to climate change, poor soil quality, water
scarcity and energy security. And as the global population
is greatly increasing, the risk of further depleting our
natural resources to ensure global food security adds
additional challenges.
Alta Vista, a company manufacturing corrugated
cardboard, chose Limon (Costa Rica), a traditionally
deprived region, to establish its operations. This
contributed to economic growth and job creation in the
region.
Lift Fund, a financial company, finds that SDGs 1, 7, and
8 are highly relevant to its business since it focuses on
micro-lending to non-privileged individuals.
Fidelity Bank, a Nigerian Bank, uses the SDG Agenda
as a lens through which to refine its strategic priorities.
Being a part of this larger framework opens new business
opportunities.
Williams, a natural gas transportation company,
considers that SDGs 4 and 8 are of particular relevance
to its business. The company highlighted its strategies
in relation to education, responsibility in climate and
gender issues, as well as its partnerships with others
actors.
Inditex, a clothing company, after many years working
with their value chain, is now working with their
employees to see where they have greater opportunities
and capabilities to contribute. Inditex employees are
now committed to sustainability in and out of their
supply chain, not purely as a part of their philanthropic
involvement, but because they see that it is vital to their
commercial success.
Citgo, a petrol industry company, stressed the
importance of SDG 4. In their view, ensuring inclusive
and equitable quality education is a crucial aspect for
guaranteeing their workforce is adequately trained.
Grasco, an oils and fats company, believes that the SDGs
are important because they broaden the perspective of
the company regarding its role and impact on social,
environmental and economic level.
* In October 2016, SABMIller was acquired by AB InBev. This
report refers to strategies and initiatives prior to the acquisition.
** IMF, MSME Country Indicators. Available from http://www.ifc.
org/wps/wcm/connect/Industry_EXT_Content/IFC_External_
Corporate_Site/Industries/Financial+Markets/msme+finance/
sme+banking/msme-countryindicator (accessed 11 October 2016).
19
2.2.
How are companies
adapting these 17 universal
goals to their specific
context?
The majority of participants stated that the SDGs
that are most relevant to them are those related
to environmental sustainability (11, 12 and 13) and
decent work and inclusive economic growth (8). Many
companies are strengthening their internal strategies to
ensure that they reduce their environmental impact and
improve the quality and conditions of their employees
in all countries where they operate, recognizing the
importance of human capital and employees` well-being
for the company sustained success.
The following sections show some of the key trends
in how companies are adapting their businesses and
strategies to the SDGs.
Aligning with the SDG Agenda:
Universality in practice
Ferrovial, one of the worlds leading infrastructure
operators and municipal services companies, is confident
that it can play an important role and contribute its
expertise and know-how to achieving the SDGs. The
company maintains that its business activities have a
direct impact on the SDGs 6, 9 and 11. Cities are growing,
affecting transportation and causing environmental
issues, but expertise in the infrastructure and services
industries can contribute to sustainably solving some of
these pressing issues.
SABMiller developed its new sustainable development
strategy, Prosper, in 2014 to enable greater contribution
2.2.1.
Aligning the Corporate Strategy with the
Sustainability Agenda
The majority of the workshops participants, over
75%, indicated that they are already integrating the
sustainability agenda into their corporate strategy
through sustainability plans. In most cases, these plans
incorporate not only environmental but also social and
economic impact goals and indicators.
These results are in line with a 2011 McKinsey report19
that concludes that many companies have been actively
integrating sustainability principles into their businesses
and have been doing so by pursuing goals that go far
beyond earlier concerns for reputation management; for
example, saving energy and developing green products.
Additionally, the majority of executives interviewed
indicated that sustainability programs make a positive
contribution to their companys short- and long-term
value, but they also expected operational- and growth-
oriented benefits in the areas of cost-cutting and
pursuing opportunities in new markets and products.
19. Sheila Bonini and Stephan Gorner, The business of
sustainability, (California, McKinsey&Company, 2011). Available from
http://www.mckinsey.com/business-functions/sustainability-and-
resource-productivity/our-insights/the-business-of-sustainability-
mckinsey-global-survey-results
to the SDGs. Prosper integrates sustainable development
into its business through ve shared imperatives: 1)
accelerating growth and social development through
the companys value chains; 2) making beer the natural
choice for the moderate and responsible drinker; 3)
securing shared water resources for the business and
local communities; 4) creating value through reduced
waste and carbon emissions; 5) supporting responsible
and sustainable use of land for growing crops.
The Organizacin Ardila Llle, a major Colombian
conglomerate, through its beverage company Postobn,
and in partnership with the other beverage companies
20
that participate in the National Business Association of
Colombia (ANDI), decided in 2016 to self-regulate in five
areas, including restriction of soft drink sales in primary
schools, promotion of healthier lifestyles, portfolio
innovation, advertising to minors and labelling which
contribute to SDG 2 and SDG 12.
Ebro Foods is working on SDGs 2, 3, 12, 13 and
15 directly through its core business. Promoting
sustainable and climate smart agriculture and
sustainability in its supply and value chain, the company
impacts numerous objectives and goals, as well as the
three pillars of sustainability (social, environmental
and economic).
Resinplast, a plastic packaging company, thinks that
the main challenge it faces in taking the SDGs onboard is
incorporating sustainability into its products. Plastic is
a material that, without proper treatment and recycling,
is not sustainable and harms the environment, since it
takes a long time to disintegrate and generally is not
recycled by the public. In this context, it has developed
more efficient packaging by reusing and recycling all
materials used in its value chain and has established a
strict recycling policy.
Enagas, an energy company, already contributes to
many of the goals through its business and is now
adapting its language to the SDGs terminology. It is
in the process of internal analysis to determine which
SDGs it is having a greater impact on.
Grupo Nutresa developed a correlation between
their corporate sustainability priorities and their 23
material aspects with the SDGs in order to understand
the alignment of its strategy with the global goals. This
analysis has allowed to define those SDGs in which
they are going to strength their efforts in the upcoming
years, has encouraged the development of trainings
and workshops either with executives, employees
and suppliers, and has helped to address new actions
and initiatives towards social and environmental
challenges not only in its own operation but through
its value chain.
Olam is focusing on the SDGs to contribute to addressing
both the direct (growing, processing and distribution)
and indirect risks (sourcing, trading) in their supply
chains. The company believes the SDGs will also help
to open up profitable, sustainable opportunities for
Olam and improve livelihoods for their suppliers. The
companys purpose is Growing Responsibly to ensure
that profitable growth is achieved in an ethical, socially
responsible and environmentally sustainable manner.
By including commercial factors, such as having a
sound business model with strong risk management
and governance, the company protects its investors,
shareholders and employees, which in turn means it
has a resilient and sustainable business for its farmers,
suppliers and customers.
Prisa Group, a media conglomerate, articulates its
sustainability strategy in all three areas serving the
SDGs (economic, environmental and social). Having
content generation as its main activity made the
company believe that the Sustainable Development
Goal it can impact most is SDG 4 (education),
through the development of educational content and
dissemination of good practices.
For Mane, a food flavors company, the Agenda helps
to align its strategy with the three dimensions of
sustainable development.
Acciona, a multinational infrastructure company, has
articulated its sustainability strategy in a strategic
master plan. In March 2016, the company analyzed
its past activity and concluded that it has contributed
greatly to SDGs 7, 9 and 13. Since then, it has pledged
to focus on three objectives: ensuring access to
water, providing energy to remote and isolated areas
(especially in Latin America), and becoming a carbon
neutral company.
Siemens AG, a multinational engineering company,
considers itself an organization that makes solutions
to help societies succeed. The company organizes its
activities based on six pillars which are closely related
with the SDGs: Driving the Economy, Developing Local
Jobs & Skills, Value Adding Innovation, Sustaining the
Environment, Improving Quality of Life, and Supporting
Transformation.
The OHL Group, a global construction company,
has created a new strategic plan for sustainability in
accordance with the SDGs in the United States, Canada,
Spain and the Czech Republic. In addition to the
companys impact through its core activities, the group
has been implementing a project called employability
for development aimed at disadvantaged groups,
which directly impacts SDG 8.
Smurfit Kappa, a packaging material company, is
dedicated to social projects related to early childhood
and health, education and employment for youth
and to environmental projects related to the local
communities where their plants are located. They
21
specifically work on improving the quality of education
in the municipality of Yumbo, with emphasis on the
area of influence of the Company, impacting positively
the SDG4.
Organic Evolution, a food colorings company, works
with Colombian Pacific communities through productive
projects for planting achiote, assuring sustainable
practices in their productive process and helping the
community, impacting SDG1.
2.2.2.
Working with company employees: Raising
internal awareness
One of the first challenges participating companies
found in the appropriation of the SDG Agenda was to
understand the SDGs themselves and their possible
alignment with their own business strategy. Some
companies recognized that incorporating the SDGs into
their businesses was an exercise that required internal
reflection and time. Only when the company employees
are fully aware of the SDGs and knowledgeable of their
potential impact, can they work to improve performance
and to think more strategically about how to maximize
the Agendas positive social, environmental and
economic contribution.
In this sense, more than half of the workshop
participants have identified internal interest groups to
raise awareness and engage them in the development
and implementation of a strategy involving the SDGs.
Participants of the breakout sessions during the Nigerian
Anna Swaithes, By embracing the SDGs we will
Prosper, 11 March 2016. Available from http://www.
inclusivebusinesshub.org/by-embracing-the-sdgs-we-wll-
prosper/
workshop suggested some actions for companies to
raise awareness: in-house training on SDGs, taking into
account the communication strategy to accommodate
the diversity of languages spoken by the employees,
and using an integrated communication strategy with a
mix of traditional and social media.
This is in line with a report from The Economist
Intelligence Unit20, in which companies executives
reported including sustainability in a variety of corporate
functions like educating employees on sustainability
(32%) and engaging employees in sustainability-
related activities (30%). Fifty-four percent reported
that their sustainability efforts have been led by senior
management.
20. The Economist Intelligence Unit, Managing for Sustainability,
(The Economist, 2010). Available from http://graphics.eiu.com/
upload/eb/Enel_Managing_for_sustainability_WEB.pdf
22
 Raising awareness internally:
Universality in practice
Throughout 2016, Ferrovial worked on its New Strategic
Plan for Corporate Responsibility for the next three years.
It will be implemented in all the businesses and regions
where the company operates and it focuses specifically
on the SDG Agenda. This plan has been designed by the
members of the Corporate Responsibility Committee
and will be approved by the Board of Directors.
Postobn, part of the Organizacin Ardila Llle
group, took actions in all 17 SDGs, and has incorporated
10 SDGs into its corporate strategy, where it can have
the largest possible contribution. In line with this, it
understands the importance of increasing sustainability
awareness across the organization. To ensure this,
communication strategies are being implemented in
every production plant and company building to raise
awareness, educate and insert the ideas that a companys
decision-making must be based on sustainability issues.
Another company of the Organizacin Ardila Llle,
RCN Radio, recently achieved the Sustainability
Certification from ICONTEC, as a result of a long lasting
commitment towards increasing the social, economic
and environmental impact of its radio stations across
Colombia.
Grupo Nutresa firmly believes that it is competent and
committed people who make the difference. Therefore,
wants to create a sustainability culture through several
educational scenarios inside its organization. Examples
of these scenarios are the so called sustainability weeks,
the Annual Sustainability Event and the specific trainings
to executives and leaders that take place during the
year. For instance, in the last year these trainings have
been focused in spreading the general understanding of
the SDGs and the role that each of the employees has in
order to accomplish them.
Astek, a food production company, has designed an
internal SDG awareness plan. This process begins with
the communication and training of the Management
Committee and of all ASTEK employees. The Integrated
Systems Manager and the Environmental Coordinator
lead the process with management support. There are
monthly meetings with the management committee and
the entire management system is reviewed with the heads
of all departments in the company. Many of the SDGs are
indirectly present in the companys annual management
goals and others will be gradually included both in the
goals, and the activities and operational programs.
For Iberdrola, an international utility and energy
company, SDGs are now at the heart of the company
and are penetrating all departments, including senior
management. Workshops for managers explaining the
SDGs and the role the private sector plays in achieving
them have been organized worldwide. Its president
believed in the SDGs from the start, which helped
their integration into the core strategy. Every Monday
the steering committee meets to present investment
initiatives. Each of the presentations makes reference to
the impact on the SDGs.
Corporation FDC Tcnica Industrial, a company that
specializes in coding and marking systems, considers
it essential that they raise awareness about the SDGs
throughout their entire organization. And the process
will not end with its internal staff; the company is
planning to spread this knowledge and share it with the
companys stakeholders.
HRA Uniqumica, a chemical producer, is working to
raise awareness inside the company so all employees
understand the impact of their activities on each of the
17 SDGs in order to integrate them in their jobs.
OHL Group has worked with its senior executives to
improve the internal use of the SDG language. The
company intends to align all its initiatives with the
SDGs.
Alta Vista is contributing to SDG 2 and raising
sustainability awareness through an Organizational
Vegetable Garden. The company provided some land
for its employees to voluntarily work on (planting,
maintaining it and cultivating vegetables) in order to
obtain organic crops that are served for free in the
organizations dining hall. So far, about hectare of land
has been cultivated or is in the maintenance process to
plant the first crops.
23
2.2.3.
Understanding where companies are: Internal
Diagnostic

Over 50% of participating companies have chosen to

start their SDG integration by doing an internal diagnostic
in order to identify which areas they have greater
capabilities in and where their main challenges lie. In
this diagnostic process they have also identified which
SDGs they can impact through their core businesses.

Internal diagnostic:
Universality in practice

Grupo Nutresa has performed a mapping of the SDGs
using the SDG Compass. Through this tool, the company
linked its business areas to the new goals. To analyze
the SDGs, Grupo Nutresa began reflecting internally on
three basic ideas: what projects were launched, which
generated positive impact in the community, and how
this impact could be enhanced. To positively achieve
the SDGs aligned with the Grupo Nutresa sustainability
strategy, clear actions have been implemented such
as Understanding the goals, establishing baselines
according to each SDGs, defining KPIs to measure their
contribution, designing or strengthening initiatives
to improve our SDGs contribution and monitoring the
agreement of the new KPIs.
Telefnica, a multinational telecommunications
company, has studied the 17 SDGs and evaluated both
its positive and negative impact on them. It believes it is
able to contribute in all three dimensions posed by the
sustainable objectives.
For Repsol, a multinational oil company, the SDGs
represent a new paradigm with which to assess its impact
towards achieving a better world and to coordinate
stakeholders expectations. The starting point to measure
its impact began with the collection of information and
its analysis by sustainability committees (from global to
operational centers in different countries). To perform
this task, Repsol switched from a traditional approach
to a more holistic sustainability analysis. All company
departments have discussed sustainability as a cross-
cutting strategy in senior management committees.
Thus, for the companys internal diagnostics the firm has
followed a bottom-up strategic thinking approach.
Banco de Crdito Cooperativo, a company in the rural
financial sector, has also conducted an analysis to better
understand its positive and negative impact on the
SDGs and to include them in the heart of its business.
The Board of Directors has also analyzed the SDGs,
concluding that agriculture and rural finance are vital
activities to all sustainability objectives. The bank has
created two agricultural and livestock research centers
to contribute to agro-sustainability, efficient use of
water, and to combat desertification.

24
2.2.4.
Institutional support: Legislation and
international standards

Lastly, based on the workshops, almost 50% of

participants have indicated that they have engaged in
the SDG Agenda thanks to either government legislation
or international standards and policies that have
guided their efforts and transformed their activities into
concrete actions and processes.

Institutional support:
Universality in practice

Duas Rodas, a company dedicated to the extraction of
essential oils from fruits with a presence in Latin America,
contributes to SDGs 1 and 2 promoting food security
and sustainable agriculture. For this, it will introduce
the FSSC 22000 Certification in all its plants. The FSSC
22000* standard was developed by the Foundation for
Food Safety Systems Certification (FSSC) as a complete
tool for food security.
Astek explained that in Costa Rica, where it operates,
it has set out to achieve carbon neutrality by 2021,
the year of its bicentennial. By far, the country has
defined its Climate Change Strategy adopting an eco-
competitive model low in greenhouse gas emissions and
resilient to climate change. The Country Program is the
governments tool for the formalization of greenhouse
gases (GHGs) inventory report and the implementation
of the National Standard for Carbon Neutrality, which is
a voluntary that follows international standards in terms
of processes of verification. At the same time, Costa Rica
has been developing a certificate of carbon neutrality
for companies that collaborate on this matter. Through
these certificates, government and business targets are
aligned, helping to achieve SDG 13 Climate Action.
Grupo Nutresa has aligned its performance with
climate action, with one facility in Costa Rica certified
under the national standard as carbon neutral, as well
as two of their major product brands sold in Chile. In
addition, Grupo Nutresa has been participating along
with different entities to define the best way of aligning
their corporate sustainability indicators with the
national and global metrics. As part of this process they
have held meetings with the National Secretariat for the
SDGs, and have participated in global initiatives such as
Measure What Matters.

* The FSSC 22000 is an independent certification program for food security, based on
ISO standards accepted by the GFSI and worldwide leaders for the entire supply chain.
Available from http://www.fssc22000.com/documents/home.xml?lang=en.

25
2.3.
What challenges are
companies facing?
Despite many companies early engagement and
commitment to integrating the SDGs in their business
processes, there are many challenges ahead. Key
concerns cited by company participants can be
categorized into four major groups: reconciling
universality and diversity; defining metrics and
indicators; societal awareness and engagement; and
forming alliances between governments and the private
sector.

Challenges ahead for involving responsible business in SDGs

by Amina J. Mohammed, Minister of Environment, Federal Republic of Nigeria

Sustainable development cannot be achieved without the active involvement of responsible

businesses. The business community has been involved from the beginning in defining the new
agenda for sustainable development. Its voice was heard loud and clear. But there are still many
challenges ahead:

First, the challenge of scaling-up.

Second, we need enabling regulatory frameworks to incentivize and unlock private investments
for sustainable development. This is a responsibility of governments and the 2030 Agenda
serves as a useful reference for their actions.
Third, global change must be built from the bottom up.
Fourth, putting in place mechanisms that will ensure credibility, accountability and
transparency.
There is a need for a new generation of young and experienced multi-stakeholder partnerships at all
levels, going far beyond the traditional public-private partnerships.*

* The challenge: How can international co-operation help to put

sustainable development at the core of businessmodels? 18 Jul 2016
by Amina J. Mohammed, Minister of Environment, Federal Republic
of Nigeria. Available from http://www.undp.org/content/undp/
en/home/blog/2016/7/18/The-challenge-How-can-international-
co-operation-help-to-put-sustainable-development-at-the-core-of-
business-models-.html

26
2.3.1.
Reconciling universality and diversity
One of the greatest challenges to SDG adoption comes
from their main advantage: universality. Differences in
things such as values, norms, skills, political systems,
levels of corruption, legislation, weather or geography
across countries and societies can pose context-specific
challenges to the implementation of universal goals.
For example, some participating companies from Africa
highlighted the challenge of dealing with certain cultural
values when implementing the SDG Agenda, especially
those related to gender equality. Olam points out that,
in addition to poorly regulated competitive environments
which make it risky to invest in farmer training and
financing, one of the most difficult challenges it faces
is promoting womens empowerment in the face of
cultural norms and practices that bar women from
owning land, farming cash crops or participating in
trainings and meetings. Sahara Group, a Nigeria-based
privately owned Power, Energy, Gas and Infrastructure
conglomerate, concurs with Olams views and considers
that some cultural and religious views, such as the
prohibition of women to engage in paid employment,
land ownership, public speaking or leadership positions
constitute major challenges. They also point out that
government red tape and corruption are additional
factors that can slow down the implementation of
sustainability programs.
H&M, a global fashion company, stated that its
implementation of the SDGs differs by country, both
because local challenges and priorities differ and since
local contexts to a specific issue are also different. This
implies that different solutions are needed to address
the same issues in different countries.
Grupo Nutresa has defined its priorities for sustainable
development considering the UN global 2030 agenda,
which requires staying ahead in sustainable global
practices that ensure competitiveness along their
business units and countries. To contribute effectively
to this new global agenda, there is a system in place
that works on closing the gaps, taking into account the
stakeholders` expectations and developing partnership.
Ebro Foods, Iberdrola and Acciona point out that in
some contexts, beneficiaries have shown distrust and
have been reluctant to view the private sector as an
actor of sustainable development. To solve this problem,
these companies have strengthened the dialogue with
communities to reduce prejudices that civil society
has sometimes had against enterprises. Ebro Foods
shared its experience with farmers involved in joint
projects with the company. It explained that once they
get to know the firm, they understood the benefits of
collaborating with it and engage in new initiatives very
easily. For its part, according to Iberdolas experience,
some beneficiaries who are used to receiving subsidies
feel that companies should only act as donors and not
contribute as sustainability actors.
So, although the private sector is the main driver for
inclusive businesses and sustainable development,
its contributions and market-based approaches to
development are by no means a panacea. Endeva,
an organization dedicated to catalyzing innovative
solutions for inclusive businesses, shows evidence in
one of its reports21that government action has often
been decisive for the success and growth of innovative
inclusive approaches. To achieve the SDGs and
overcome the challenges posed by the implementation
of a universal agenda in a context of country and
societal differences, close cooperation between private
and public sectors is needed. In this regard, Pascual,
a dairy company, deems it critical that countries reveal
their challenges and objectives to achieving the SDGs.
If a national plan regarding SDGs is defined, it would
be easier for companies to design their sustainability
strategies in a way that is both aligned with their
corporate objectives and consistent with national
public policies.
2.3.2.
Setting up concrete goals: Defining metrics and
indicators
Once companies have identified their impact on the
SDGs many of them encounter serious problems when
determining metrics and accountability mechanisms.
According to a PwC survey22, just 29% of the companies
are setting goals or preparing to set goals aligned with
the SDGs that are relevant to their business. Likewise,
only 13% of the firms have identified the tools that will
help them assess their impact against the SDGs that
are relevant to their business. Even in five years, only
30% think they will be using impact assessment tools.
Assessing impact is fundamental to valuing the positive
and negative contributions businesses make to the
SDGs. Without the tools being identified and in use,
businesses will struggle to engage effectively.
As it was pointed out during the workshops, large
companies have the resources to introduce goals
and impact measurement systems related to their
21. Christina Tewes-Gradl, Anna Peters, Karin Vohla and Lena Ltjens-
Schilling, Inclusive Business Policies, (Berlin, Endeva, 2013).
Available from http://www.enterprise-development.org/wp-content/
uploads/end-FoVo-Policy-Sceen.pdf
22. PwC, Make it your business: Engaging with the Sustainable
Development Goals (PwC, 2015). Available from https://www.pwc.
com/gx/en/sustainability/SDG/SDG%20Research_FINAL.pdf
27
sustainability strategy, but MSMEs have many more
constraints. In this context, the SDG Agenda has helped
to mainstream the sustainability language and facilitated
the assessment of the business impact on the new goals.
H&M points out that one of the main challenges ahead
in engaging the private sector in the SDGs is finding
methods and ways to track and report on the impact
of the companys activities on the SDGs. In this sense,
adapting the global KPIs and indicators for each of the
SDGs to private sector will be crucial. Based on this,
companies may then find methods and ways to assess
their impact and guide their work further. Existing
reporting standards have a potential role to play here.
However, it will also be important that such methods
and recommendations leave room for adaption to the
varying contexts of different industries, finding a balance
between one-size-fits all solutions and adaptation to
specific industry characteristics.
BBVA Compass acknowledges that there are some
key internal challenges that affect the process of
implementing the SDGs, such as the need for indicators
that allow for goal-setting and charting progress,
the initial time investment required to assess how a
company can best contribute to the SDGs and setting
in place specific initiatives, and the difficulties of
coordinating between different sections of the company
or organization to provide a concerted response.
Ferrovial points out that economic and financial value
is reflected in the balance sheet and the P&L account,
but social value is not reflected at any corporate level. In
order to illustrate all value that a company has created
in line with the SDGs framework, there is the need to
develop a method that enables the measurement and
reflection of social impacts as well, taking into account
the interest groups with which the company interacts.
Therefore, Ferrovial acknowledges the importance of
finding the most appropriate methods for measuring
the social impact of its actions in order to evaluate the
progress made in achieving the SDGs. Along with the
SDG Compass, Ferrovial also includes the following
among its useful tools: Social Return On Investment
(SROI), London Benchmarking Group (LBG) and Impact
Model Capacity Index EADA-BEINGS.
2.3.3.
Societal awareness and engagement
The PwC SDG Engagement Survey23 shows that awareness
of sustainability among companies is much higher than
23. PwC, Make it your business: Engaging with the Sustainable
Development Goals (PwC, 2015). Available from https://www.pwc.
com/gx/en/sustainability/SDG/SDG%20Research_FINAL.pdf
among citizens. While 92% of companies knew about
the SDGs, only 33% of citizens that participated in the
study were aware of them.
Workshop participants also acknowledge these citizens
lack of awareness. Almost 50% recognize that the agenda
is still not very well known by the general population.
Given this situation, many survey participants have
undertaken training and awareness programs within
their companies to address this challenge. However,
they recognize there is still great work ahead to raise
societal awareness.
The participants were surprised that such an important
initiative, aimed at finding a stable balance that meets
the aspirations of the various stakeholders and allows
the achievement of sustainable development, is not
better known. They insist that the UN and UN Member
Statesincrease advocacy on sustainability issues,
working with the media to disseminate the 17 SDGs and
their targets.
Additionally, there is a challenge for those companies
that do not directly reach consumers. Griffith Foods,
a food processing company, points out that companies
which do not serve final clients directly face an additional
hurdle since it is more complicated for them to get
involved with customers. In this sense, sustainability
actions pursued by suppliers do not have a big impact
on the reputation of the company. Consumers are
disconnected from their products and their actions
have less visibility. To overcome this challenge, the firm
began to reach out to the final consumer and promote its
sustainability efforts.
Grupo Nutresa is committed to engaging and
spreading the SDGs message throughout its
value chain, so suppliers, customers and internal
public development, will have great relevance in
the SDGs adoption.
2.3.4.
Alliances: Governments and the private sector
Barriers and challenges for companies due to market
inefficiencies and absence, or constraining regulations,
together with the short term vision of many companies,
sometimes lead to exacerbated inequalities, corruption
and tax evasion24. Some of these obstacles can be
24. Jane Nelson, The private sector and aid effectiveness: Toward
new models of engagement in Brookings, Making development
aid more effective, (2010) p. 20-27. Available from https://www.
brookings.edu/wp-content/uploads/2016/07/09_development_aid_
nelson.pdf
28
overcome by collaboration with development actors.
Others call for regulatory oversight or vigilant non-profit
watchdogs and an open media.
However, establishing alliances to jointly pursue
sustainability goals still remains a great challenge
for companies. Over one-third of participating
companies consider it essential that governments and
institutions keep working to facilitate and generate
incentives for partnerships and alliances. Institutional
agreements at higher levels are becoming more
frequent, but they found it especially challenging to
reach implementation agreements at the local level
where companies activities happen and most of the
operational problems take place. Such alliances could
contribute greatly to risk management and improving
proper accountability.
Based on their experience with the MDGs, participants
working in groups during the Nigeria Workshop pointed
out a number of issues that prevented stronger and
more impactful partnerships between private sector and
governments, including: poor and late communication
on what the MDGs were and the areas in which the
public and private sectors could have worked together;
different timelines for activities with respect to MDG
implementation; an urgent need in the improvement
Joint Programmes:
the SDG Fund building partnerships
with the private sector
Since its establishment, the Sustainable Development
Goals Fund has worked to help bring together different
actors and break down barriers to build partnerships.
The Fund has been championing the role of the private
sector in sustainable development projects through its
co-design, co-financing, co-implementation approach,
striving to make the private sector an active partner in its
work. The following are a number of Joint Programmes
(JPs) that showcase the key role the private sector can play
and how it can collaborate with national governments,
UN agencies, civil society and local partners.
Food Africa Project, Nigeria
This Joint Programme brings together the SDG Fund, the
private sector in the form of the Sahara Group, as well as
a number of UN Agencies, the Kaduna State Government
and Goodwill Ambassadors the Roca Brothers, to help
improve food security, empower young people and
of the measurement and evaluation of Return on
Investment and Impact; and lack of a clearly defined
role for the private sector in terms of project funding and
implementation.
These companies recommend that areas for action by
each sector should be identified, reforms should be
evaluated for efficiency and effectiveness, and more
forums should be planned to create communication
platforms between both sectors.
For example, ANDI found the biggest challenge in the
appropriation of the SDGs to be coordination with the
public sector and civil society. The association believes
partnerships must begin by breaking down barriers and
building trust. Each actor must play their part and be the
best version of themselves. Alliance members must be
self-critical and flexible with partners, and work together
as a team to complement each others strengths and
offset weaknesses.
Moreover, large corporations like Grupo Nutresa can play
an important role by committing stakeholders and actors
in the value chain to achieve a proactive involvement
and build common understandings according to the
guidelines and actions that allow effective initiatives
that contribute to the SDGs.
promote social inclusion in Nigeria, where the Sahara
Group is based. The programme will help provide training
to improve planting, harvesting, transportation and
storage techniques, thus reducing post-harvest losses. It
is hoped that this pilot project will be replicated in other
regions, and the establishment of a Centre of Excellence
as part of the Joint Programme will provide training and
help promote the exchange of best practices across
Nigeria and Sub-Saharan Africa. The involvement of the
private sector has been crucial, not only through Sahara
Groups co-financing of the project, but due to the business
perspective they bring to the program, helping ensure the
viability and sustainability of the facilitys operations.
Improving gender equality in business, occupied
Palestinian territory
Established in collaboration with UN Women, FAO,
ITC, government ministries, womens cooperatives
29
and private companies, this SDG Fund Joint
Programme had among its objectives to promote
inclusive and sustainable business practices with
regards to womens participation in the workplace.
Through a close relationship with the private sector,
this programme was able to initiate long-term change
and education to improve gender equality. As part
of their involvement, The Bank of Palestine and
the Birzeit Pharmaceuticals Company began
to train staff in the use of the International Labor
Organization Participatory Gender Audit Tool. This
training will allow the staff to conduct a gender audit
using ILO tools approved by the International Labour
Organization, placing these two companies among
the few in the occupied Palestinian territory that
adopt gender sensitive policies and regulations based
on international gender audit tools. The audit was
conducted in consultation with UN Women and local
experts, and the resulting report will be presented
to management with concrete recommendations for
improving gender sensitivity and equality, helping to
bring about tangible change.
Training local workforces, Mozambique
Despite an average GDP growth of 7.4% in real
terms for the past 4 years, increased foreign direct
investment (FDI) and numerous extractive industry
(EI) mega-projects have not directly translated into
prosperity for local populations in Mozambique. An
SDG-F Joint Programme in the Cabo Delgado and
Nampula provinces aims to create new employment
opportunities through training programs and policy
change. A key issue is that many of these mega-
projects hire foreign labour, as the majority of these
jobs are highly skilled and specialized whereas a large
proportion of young Mozambicans, especially women,
are only qualified for low-skilled or un-skilled labour. In
order to address this, the JP created a partnership with
Anadarko - an American petroleum and natural gas
exploration and production company, and one of two
companies that hold concessions for gas extraction in
the area- and INEFP (National Institute for Employment
and Vocational Training) to provide training for more
than 250 people so far in collaboration with ILO,
with a focus on reaching young women and remote
populations. This increased the availability of qualified
local talent for EIs while helping bring about economic
growth and security for the local population. Another
key need identified with relation to this issue was the
importance of facilitating and improving the capacity
of local firms to take up supply contract opportunities,
rather than have large companies grant contracts to
foreign companies and import supplies. A market
linkages forum was organized to establish links and
encourage brokering between large companies and
smaller local companies and agriculture producers.
As a result of the success of this initiative, numerous
mining companies in the region have since expressed
their support for and interest in promoting local supply.
Technical training was also provided in collaboration
with IPEME (Institute for the Promotion of Small and
Medium Enterprises) to local smallholders and district
government officials, to help create an enabling local
business environment.
Childhood nutrition, Viet Nam
Malnutrition in children under the age of five remains
a major public health issue in Viet Nam. Local partners
in this Joint Programme aiming to tackle childhood
malnutrition and food security included UNILEVER,
private hospitals and clinics, local pharmaceutical
companies, national Ministries, as well as national and
local media agencies. This partnership allowed the JP
to help develop new national guidelines regarding the
marketing of breastfeeding substitutes and mandatory
food fortification. This was not only a significant step in
and of itself, but it also provided a good starting point
for continued collaboration between the government,
local health authorities and the private sector to help
tackle pressing public health issues.
Improving water management, Colombia
As part of a Joint Programme to improve food security
in the territories of Cauca in southern Colombia, an
area ravaged by the armed conflict, Ferrovial has
been using its business expertise and experience in the
infrastructure sector to help address issues of water
management. The Colombian Massif is home to the
countrys most important watershed and one of the
largest reserves of fresh water. However, deforestation,
the effects of conflict, the emergence of illicit crops, and
deregulated agricultural production have deteriorated
the water resources of the region. The SDG Fund is
working with local authorities, interest groups and the
private sector to assess the state of water resources in
the area. The aim is to develop protection plans for the
watershed and surrounding forests, develop systems for
integrated water management and improve the access
of local communities to water and sanitation. Ferrovial
has been able to bring its expertise to bear to improve
access to water supplies and sanitation in the village
of Los Milagros, with the end goal of establishing an
integrated Water & Sanitation system in collaboration
with local communities.
30
2.4.
Overcoming the challenges
2.4.1.
Improving development: A framework to learn
The international aid community has realized the
challenges and problems of development throughout past
years. Their efforts to improve and modernize cooperation
and aid implementation have been marked by the High
Level Forum for Aid Effectiveness in Rome (2003), Paris
(2005), Accra (2008), and Busan (2011). These meetings
have emerged from the need to understand why aid was
not producing the expected results.
The deliberations and successive forums resulted in
the 2011 signing of the Busan Partnership for Effective
Development Cooperation by more than 100 countries.
The agreement highlights a common set of key principles
to improve development effectiveness25:
Ownership of development priorities by developing
counties: Countries should define the development
model that they wish to implement.
A focus on results: Having a sustainable impact
should be the driving force behind investments and
efforts in development policy making.
Partnerships for development: Development
depends on the participation of all actors, and
recognizes the diversity and complementarity of
their functions.
Transparency and shared responsibility:
Development co-operation must be transparent and
accountable to all citizens
In recent years, many scholars and practitioners have
worked on new approaches to development cooperation
with the aim to improve the mechanisms used by
international agencies, donors and other development
actors. Professors Andrews, Pritchett and Woolcock of
the Center for International Development at Harvard
University have developed a framework that focuses
on problem solving rather than selling predetermined
solutions. That is, it opposes the idea that the primary
function of development is the identification of universal
25. Available from http://www.oecd.org/dac/effectiveness/
busanpartnership.htm. [Accessed May 2016]
solutions - best practices - to common problems.
Instead, it advocates working in context-specific
solutions. The definition of problem, of course, varies
according to the different interests and perspectives of
the actors involved, but the deliberation is in itself a
valuable exercise.
According to these professors, development aid has
failed in its bid to contribute to building state capabilities,
among other factors, because it has focused more on
imitating solutions than getting results. To exit this trap
they have developed a strategy based on numerous
cases and theories of leadership and organizational
learning from numerous authors Heifetz, Rodrik and
Grindel, among others -- to lead in complex contexts and
achieve development results.
The strategy, called Problem-Driven Iterative Adaptation
(PDIA), is based on four principles26:
Local Solutions for Local Problems: Transitioning
from promoting solutions (pre-determined by
external experts) to allowing the local nomination
and articulation of concrete problems to be solved.
Pushing Problem-Driven Positive Deviance: Creating
environments within and across organizations that
encourage experimentation and positive deviance,
accompanied by enhanced accountability for
performance in problem solving.
Try, Learn, Iterate, Adapt: Promoting active
experiential (and experimental) learning with
evidence-driven feedback built into regular
management and project decision making, in ways
that allow for real-time adaptation.
Scale through Diffusion: Engaging champions across
sectors and organizations who ensure reforms are
viable, legitimate and relevant.
26. Matt Andrews, Lant Prichett and Michael Woolcock, Escaping
capability traps through problem driven iterative adaptation (PDIA),
in World Development, vol. 51 (November 2013) p. 234-244. Available
from http://dx.doi.org/10.1016/j.worlddev.2013.05.011
31
The following table allows differentiation between traditional and problem-driven approaches27:

Elements of Mainstream government Problem-driven iterative

approach projects/policies/programs adaptation

Externally nominated problems or Locally Problem-Driven looking

What drives action? solutions in which deviation from to solve particular problems as
best practice forms are themselves nominated and defined locally
defined as the problem

Lots of advance planning, articulating Muddling through with the

Planning for action a plan of action, with implementation authorization of positive deviance and
regarded as following the planned an innovative crawl of the available
script design space

Monitoring (short loops, focused Tight feedback loops based on the

on disbursement and process problem and on experimentation with
Feedback loops compliance) and evaluation (long information loops integrated with
feedback loop on outputs, maybe decisions
outcomes)

Plans for scaling Top-down the head learns and Diffusion of feasible practice across
up and diffusion of leads, the rest listen and follow organizations and communities of
learning practitioners

27. Matt Andrews, Lant Prichett and Michael Woolcock, Escaping capability traps through problem driven iterative adaptation (PDIA), in
World Development, vol. 51 (November 2013) p. 234-244. Available from http://dx.doi.org/10.1016/j.worlddev.2013.05.011

Many institutions such as the World Bank28 and the 2.4.2.

professionals network Doing Development Different29-
have started to incorporate this framework into their
working strategies as a way to improve development
cooperation and allow for effective organizational
learning. Such a framework is presented in this report
as a useful tool to analyze companies contribution and
facilitate learning.
Learning by doing
The workshops and questionnaires allowed each company
to exchange experiences and ideas about how they are
incorporating or plan to implement the SDGs in their core
business activities, operations, industries and different
national contexts where each company operates.

This section outlines some companies key efforts to

28. The World Bank recognizes the importance of enhancing the
quality of implementation of development programs. The Global
Delivery Initiative (GDI) is an operational manifestation of these
ideas. Additional information on the GDI is available from http://
www.worldbank.org/reference/GDI/
29. Doing Development Differently is a global initiative designed
to facilitate a dynamic conversation about ways to achieve greater
development impact. Additional information on the DDD initiative is
available from http://doingdevelopmentdifferently.com/
overcoming the various challenges. Using the previous
framework, the report focuses on how companies have
confronted the challenges and how they have reacted
to them in order to facilitate and convey learning
among participants and other organizations. Specific
solutions may change subject to the context and
circumstances, but as shown through the research and
work of aid institutions, there are some key principles
that companies may use to achieve results in their
sustainability efforts.

32
 Identifying the Local Problems,
pushing for Local Solutions:
Universality in practice
Over 50% of the participants, following their own
experience, advised constant dialogue with communities
to understand real problems and to work jointly through
the solutions. In this way, they may improve the mistrust
and prejudices that some civil society may have about
businesses.
Ebro Foods spoke about their experience with farmers
who, once involved in joint projects, understand the
benefits of collaboration which facilitates new initiatives.
H&M shared an example of adapting global goals to
national contexts, the companys Industrial Relations
strategy, also referred to as Social Dialogue. The company
has a global vision to contribute to well-functioning
Social Dialogue in the production countries where their
suppliers are located. This vision entails initiatives on
enterprise, industry and national levels. For instance, the
company takes actions to ensure the democratic election
of worker representatives and the creation of structures
for social dialogue, peaceful conflict resolution on the
labor market, collective bargaining agreements, and
promotion of effective supporting legal frameworks.
Based on this global vision and approach, H&M has then
created tailor-made local projects adapting those to the
different contexts of each countrys industrial relations
environment. In doing so, the company has identified
different partners to collaborate with to achieve this in
the different countries.
To Supracaf, implementation of the SDGs and business
strategy has to vary depending on the country in which
it operates. For example, something as simple as paying
coffee pickers in a country like Colombia becomes
problematic due to lack of access to banking services for
the rural population. So the company had to adapt. It
contributed to generating an integral solution through
phone messaging code payment.
The oil company Gran Tierra Energy Inc. explained that
the production in the two areas in which it operates, Moco
and Villa Garzn, is coming to an end. Its priority now is
to make a complete diagnosis of the land, employment
opportunities and desires of workers to move towards
a more sustainable industry. The company understands
that it is their responsibility to provide long-term
employment alternatives to their workers.
Banco de Bogot has financial inclusion programs
and promotes the generation of inclusive businesses
by granting microcredits at very low interest rates. In
addition, the bank delivers financial services to remote
locations and provides financial education for citizens.
Grupo Nutresa is aware of the challenges presented
by the aftermath of conflict in Colombia. Therefore,
they have implemented inclusive business schemes to
work with suppliers form local communities and drive
economic growth in rural areas.
Spain, as well as many other countries, is suffering from
high youth unemployment. Due to this, KPMG Spain
has realized that it has great capabilities and needs to
attract youth talent that has not had equal opportunities
because of the crisis. As a result, the company is pushing
for youth social innovation. Ninety-five percent of people
that are incorporated into training contracts remain at
KPMG. They also work with people at risk of exclusion,
through training and subsequent employment thanks
to corporate volunteering programs led by their KPMG
Foundation (SDG 10).
33
 Try, Learn, Iterate, Adapt:
Universality in practice
Many participants have realized that only through
experiential learningtrying and learningthey
may progress with some of the more complicated
problems.
Sahara Group had a human resource policy in which
staff at the officer level had less leave days than their
superiors. Not only did this create complaints, but also
absenteeism and lack of motivation among these lower
level staff. Management decided to intervene by carrying
out research to confirm the effect of less leave days on
employees, and the result was that most of them felt
tired and worn out from about the third quarter of the
year. This often led to a decline in their productivity
level and a higher rate of illness. Since the policy on
leave days was reviewed and all staff was granted equal
leave days, the organization has witnessed a significant
improvement in the all-year-round performance of the
people within the cadre, as most of them are now able
to take about five working days every quarter. Employee
morale was lifted and the rate of illness reduced. In
addition, more attention has been placed on employees
welfare since then. The medical insurance was upgraded
for all employees regardless of their level within the
organization.
BBVA Microfinance Foundation has identified some key
lessons during its past years of activity:
i. Financial inclusion and microfinance play
a critically important role in reducing poverty
as well as ensuring economic and social
development.
ii. The magnitude of the challenge that poverty
alleviation and financial inclusion pose. In
recognition of this challenge, numerous actors
must be involved, and joint public and private
efforts need to be made.
iii. Desired impacts, particularly in the case of
poverty alleviation, do take time. This requires
patience, as interventions must have a long-term
horizon.
iv. The achievement of poverty-alleviation impacts
through the supply of financial services requires
the development of long-term relationships with
the clients.
v. Technology and the digital transformation not
only represent huge opportunities for wider and
deeper financial inclusion, but also represent a
strategic underpinning for microfinance models
that place the customer at the very heart of their
activity. It is, in fact, boosting a better, deeper and
more systematic knowledge of our customers.
Ingenio Providencia, a sugar producer within the
Organizacin Ardila Llle, started a philanthropic
project in one of the schools of the Northern Cauca
Valley region. However, after realizing that giving out
financial resources without investing in capacities was
not sustainable, it developed an apparel company
attached to the school that would support the center.
Currently, the company generates 4.6 million dollars
a year, supporting a school of 4,000 students. This is
an example of transition from a purely philanthropic
initiative to a sustainable social intervention.
The Mario Santo Domingo Foundation, a social
institution, periodically seeks to measure the impact of
its actions and programs in order to learn and improve
its activities. This is done through the implementation
of recurrent measurements that are contrasted with the
sociodemographic baseline established at the start of
the intervention. They also partner with universities to
carry out impact evaluations, whose results are shared
through the academia and other forums.
Ingredion Colombia shared the companys experience
with the program Carbon Footprint. By measuring the
carbon footprint of all cargo movements, it identified
asymmetries in greenhouse gas emissions of different
movements. Using this information, the company
was able to identify the optimal way to manage
transportation.
Grupo Nutresa used to focus its efforts in reducing its
direct water consumption. But, after measuring its water
footprint along the value chain, identified that their main
impacts took place in its sourcing stage. Consequently,
34
it decided to endorse the CEO Water Mandate initiative
and follow its principles, becoming a member of a local
water fund and beginning to measure and mitigate the
water impacts of its raw materials.
Telefnicas experience illustrates the importance of
adaptability in implementing initiatives. It shared with
the other participants an example where it developed a
remote monitoring system for patients in Latin America,
a useful platform that had been very effective in Europe.
However, the technological landscape differed in the
Scale through diffusion:
Local and global alliances
In order to scale up positive contributions to the SDGs,
participating companies expressed the need to partner
with stakeholders and others to share learnings and
increase their joint impact.
Ferrovial considers its investment in communities
as an instrument for promoting social development.
The purpose of its Social Infrastructure Project is to
improve and broaden coverage and access to clean
water for human consumption and basic sanitation
amongst socially-vulnerable groups in Africa and Latin
America, guaranteeing the sustainability of the same
through comprehensive water resource management.
The companys involvement in social action projects
extends beyond merely contributing donations
by offering technical support, technology and the
participation of experts during project implementation.
Ferrovial volunteers its professionals for international
cooperation projects through which they may contribute
added value.
RCNs greatest strength is that through the content
it produces, it directly and indirectly influences the
construction of a social imagery and therefore many
attitudes and behaviors in its audiences. Similarly,
its convening power enables it to mobilize citizens to
support social impact causes and projects. It is working
region, meaning the system had to be adapted to work
through telephone messaging (sms).
At the beginning of 2016, Duas Rodas launched a
collaborative portal for innovation, www.planta.vc, a
virtual space that offers to the public - consumers,
industry, researchers, academics, etc. - the possibility
of registering innovative ideas that can be transformed
into products if they are technically and commercially
feasible. Good ideas are rewarded with financial
compensation.
on a television series to help audiences understand
what reconciliation means. This project will have
an evaluation component which will see changes in
the level of information and change of attitude of
respondents about reconciliation. Another example of
positive contributions to the SDGs is RCNs television
series Misin Impacto, aimed at showing social
entrepreneurs who are effectively combining social
impact and economic success. Through 40 stories the
program inspires Colombians about ways to generate
economic value around the solution of environmental,
education and health challenges.
SABMiller has proactively explored opportunities
to share water risk data. The company is working
with UNESCO and other organizations to identify an
appropriate platform where all actors that have such
data can share it in a meaningful and productive way to
inform better decision-making by the public and private
sector.
Postobn, part of the Organizacin Ardila Llle,
promoted a private public partnership with Pepsico
Foundation, EPM (largest utility company in Colombia)
and the local water and sanitation company in Malambo,
Colombia, where it has its main production plant. A high
percentage of the neighbor population did not have
35
access to potable water, and through the partnership
fund, in two years, 5500 families got connected legally
to the water system.
Repsol has partnered with IPIECA*, the global
association of oil and gas industry specializing in
environmental and social matters, the United Nations
Development Program and Columbia University to
analyze the impacts of Repsol, both positive and
negative, and thus be a more efficient actor in achieving
the SDGs. So far, this project is in the early stages, in
which the company has interviewed experts from all
IPIECA companies, civil society and stakeholders. This
study will also include good practices and study cases
for all companies to discuss how they are working in
this sector towards the SDGs.
Of the four million smallholders in Olams supply chain,
around 345,000 are embraced by the Olam Livelihood
Charter. They also have direct buying arrangements with
another 655,000 whom they support with microfinance
and/or inputs such as seeds or fertilizer. Olam buys
from the remaining three million via licensed buying
agents. Launched in 2010, the Olam Livelihood Charter
(OLC) formalizes its long-standing commitment to invest
in the rural communities of emerging countries across
the world. It is a commercial development framework
that links farmers and customers needs resulting in a
sustainable and reliable supply chain.
For Inditex, its most critical sustainability effort focuses
on its supply channels. Therefore, the SDGs are vital and
relevant to all circumstances of their business. However,
instead of performing a measurement of the 17 SDGs, the
company decided to analyze sustainability in relation to
the five dimensions posed by SDGs. It is now investigating
how they could have a greater impact through their main
capabilities. The SDG language (goals, objectives ...) has
permeated well and concepts are no longer as ethereal
* IPIECA was founded in 1974 following the establishment of the United Nations
Environment Program. IPIECA is the industrys principal channel of communication with
the United Nations. Available from http://www.ipieca.org/
as those used before. The company has 11 sustainability
teams formed by local people to understand the needs
of its employees, and it has also included unions in their
discussions about the SDGs.
In 1995, during a natural disaster in northern Cauca,
Colombias government offered tax benefits for
companies to establish facilities in the area. Pavco
established a plant in the municipality of Guachen
for the manufacture of pipes. The municipality, whose
population is mainly of African descent, had high levels
of unemployment and illiteracy. The company invested
in intensive training to build the kind of workforce
required for the production process. Today, employees
who had never worked in a manufacturing process
have technical and even professional studies and, in
some cases, have taken management positions in the
plant as supervisors and engineers. The plant has good
indicators of production and profitability with a positive
response from workers in the region.
Besides its core business, Prisa Group has engaged
in various projects with direct impact on the SDGs. An
example is Future Planet done in collaboration with
The Bill and Melinda Gates Foundation. This project was
designed with the aim of strengthening the coverage
of sustainable development issues and enriching the
political and social debate on these challenges.
Partnering with the Andes Coffee Growers Cooperative
in Colombia, Grupo Nutresa decided to carry out a joint
construction project of a benefit coffee central in order
to reduce the water resource impact in this activity,
improve the life conditions of the coffee growers and
optimize coffee quality which is greatly determined by
the benefitted process. This benefit central dropped
down the use of water in about 90%, and reduced an
average of four to five daily working hours that this task
used to demand to coffee grain growers.
36
 Government and Institutional support:
Universality in practice
According to a PwC survey, business and citizens alike
consider that governments have the prime responsibility
for achieving the SDGs (49% of business responders and
44% of citizens ranked Government first).
Governance gaps, market failures and bad business
practices undermine the potential of both businesses and
governments contributing to sustainable development.
Regulation cannot only enable the environment to
facilitate more inclusive business, but incentivize
long-term strategies that focus on sustained value
creation for all, instead of short-term unsustainable
value capturing. Smart policies that create incentives
boost companies performance related to sustainability
instead of penalizing companies*.
Therefore, governments, international institutions and
donor agencies should increase their collaboration
efforts with businesses at the operational and policy
level, domestically and globally. There is great potential
in jointly developing innovative financing mechanisms,
technologies and business models that deliver more
inclusive and sustainable growth to developing
countries. Around 50% of participating companies
suggested that government actions and support of
international institutions must be enhanced to generate
awareness, create incentives, and legislate proactively
to guide and facilitate companies actions.
Ingenio Providencia has a corporate policy of profitable
growth through high value-added solutions from
renewable sources (sugarcane) aligned with the policy
of the National Development Plan (Law 1753 of 2015)
to significantly increase the proportion of renewable
energy in the overall energy sources. The company has
projected an expansion of a new capacity of renewable
sources of about 100 MW.
RCN Radio &Television organizes a national short
story contest with the Colombian Ministry of Education.
The company has partnered with the Ministry for 10
years now creating successful synergies: the ability of
the State to convene and the radio and television to
mobilize and broadcast. This initiative is integrated into
the reading policy of the country, ensuring sustainability
and contribution to national priorities.
Grupo Nutresa has developed a Healthy Lifestyle
Alliance with the Colombian Ministry of Education, the
World Food Programme and UNICEF, which seeks to
strengthen the capacities of children and adolescents
from educational establishments in the country in terms
of healthy eating, physical activity and hygiene practices.
Also in Chile and Mexico, Grupo Nutresa in partnership
with INTA - Institute of Nutrition and Food Technology
of University of Chile has been working in a program to
prevent childhood obesity in public schools, which has
benefitted 2,107 children.
Microplast-Coldeplast, a packaging company with
650 employees, is working together with the Ministry
of Environment and Sustainable Development on its
program of extended liability to container producers.
Despite the programs impact on producers, Microplast-
Coldeplasts is aligned with its objective of responsible
consumption. The company is also partnering with other
institutions, companies and universities to offer a wider
range of recycling and reuse options.
Companies participating in the Nigerian workshop had
the following opinions about government and private
sector policies:
Negative Policies:
Absence of renewable power tariffs, which
affects companies in respect to renewable energy
projects, and in doing so, tags Nigeria as a high
risk environment for doing business.
Multiple taxation system.
Lack of stable fiscal and foreign policies.
Positive Policies:
Governments taking action to create new avenues
to provide funding.
Business environments that make access to
grants easier.
Improvements to social infrastructure.
* Jane Nelson, The private sector and aid effectiveness: Toward
new models of engagement in Brookings, Making development
aid more effective, (2010) p. 20-27. Available from https://www.
brookings.edu/wp-content/uploads/2016/07/09_development_
aid_nelson.pdf
37
2.5.
Communicating on SDG
performance

2.5.1.
Looking for evidence: Tools and strategies

All companies participating in the workshops express

their willingness to assess their contribution to the SDG
Agenda. Some have already established, in addition to
the traditional economic indicators, clear goals related
to environmental sustainability and employee working
conditions. Interestingly, many companies are already
embracing standardized reporting guidelines such as
the Global Reporting Initiative Sustainability Reporting
Guidelines (G4/GRI). Some others, as mentioned
before, are adopting international standards such as ISO
14000, a group of standards related to environmental
management, or ISO 26000, which provides guidelines
for social responsibility. However, as noted before,
identifying the right metric remains a key challenge for
companies.

Learning from Evidence:

Universality in practice

Grupo Nutresa conducts assessments of its social,
environmental and economic goals monthly in order to
assure consistent and committed work. The company
has embraced different reporting guidelines like GRI and
IR framework to be accountable for its management and
give clear information to all the stakeholders.
SERES Foundation monitors and measures all of its
activities impacts as a key commitment for transparency
in the organization and as a way to sustainably improve
its projects. This way of working has become an example
for companies within SERES, and has established a
guide to their ethical framework for good practices.
SERES, facilitates a, tool named rsc2 8 (developed by
McKinsey&Co) to companies that collaborate with them
to monitor and measure the impacts that they generate
in the society.
Maluquer, a food company, is currently working with
the Costa Rican legislation INTE 35:01:01 to address
the issues of environmental and social development
to identify which areas the company has to increase
its efforts in. It has aligned this initiative with its SDG
strategy, identifying Goals 5, 6, 7, 8, 10, 12 and 13 as its
top priority.
Alta Vista is taking the first steps in assessing its
environmental impact and carbon footprint, by certifying
the Company with the neutral carbon seal granted by

38
the Earth University. Their actions are aligned with the Companies working in groups during the Nigerian
national goal of making Costa Rica a carbon neutral workshop suggested the following recommendations
country by 2020. to align efforts towards the SDGs and improve
communication with society and institution:

The Agbar-Suez Group created a sustainable
development department three years ago, which is
responsible for technical indicators. The groups strategic
plan until 2020 is in the process of integrating with
the 17 SDGs. To this end, it has created a Sustainable
Development Committee that integrates all areas of the
company to evaluate the SDGs.
Samsungs activities in ten different areas that include
people, society, and the environment are carried out
under the companys business philosophy of devoting
human resources and technology to creating superior
products and services, thereby contributing to a greater
global society. In this sense, the company is committed
to examining key performance indicators related to
sustainability management in order to create a synergistic
effect as it pursues economic and social values together.
Ingredion Colombia has developed a balanced
scorecard with indicators related to people, the planet,
prosperity and products. And although it is mandatory
in every country, it has been adapted to each ones
individual needs.
Provide a system where Corporate Social
Responsibility (CSR) activities are monitored from
the local government level and upwards.
Sensitization of the activities of the SDGs.
Effective communication of activities to the
public.
Have the SDG representatives become a part of
the National Council Meeting.
Have quarterly meetings between the private and
public sectors.
Monitor the progress of SDG implementation.
Some Costa Rican companies participating in the
workshop shared information about the existence of an
institution called The State of the Nation. This private
entity analyzes all issues of concern for interest groups
in the country (state, private sector, academia, civil
society etc.) such as productivity, profits, democracy
or environmental issues. Costa Rican companies are
currently trying to participate in this initiative. They are
assessing their impact on the SDGs by joining forces
with the government and using indicators already in
place rather than developing new ones.

* rsc2 is an innovative tool for measuring the value of Social Responsibility

in organizations. It is designed to provide companies executives with
a management tool that facilitates the understanding and integration
of corporate responsibility into the company strategy. http://www.
fundacionseres.org/Paginas/Campus/FichaHerramientas.aspx?IDH=5

39
2.5.2.
Learning to tell the SDG story
All companies agree that the SDGs should be adopted by
embracing the concept of sustainability, which brings
together economic, social and environmental aspects.
They insist that the international organizations and
governments should advocate more for the achievement
of the SDGs, working with the media to disseminate
them and their targets.
Most businesses already participate in several
sustainable activities, but many have yet to make the
link with the SDGs. The Goals enable companies to report
information on sustainable development performance
using common indicators and a shared set of priorities.
The common framework for sustainable development can
also be helpful in shaping how to prioritize the reporting
narrative and the type of performance disclosure a
company makes across a variety of communications on
its sustainable development performance.
Telling the SDG story:
Universality in practice
BBVA Microfinance Foundation has a system to
measure on a regular basis the degree of success in
meeting its sustainable development mission through
dynamic quantitative and qualitative performance
indicators. This system, measuring the conditions of its
clients, their poverty status and their progress over time,
supports its management on its decision making.
Grupo Nutresa stated out that in its last Integrated Report
did a match between its sustainability indicators and the
SDGs in order to disclosure its contribution to the goals.
As well, recommended that all participants make use of
SDG Compass, a guide that aims to help businesses make
the connection between their strategy and the SDGs. The
SDG Compass has been developed by Global Compact
in collaboration with Global Reporting Initiative and the
World Business Council for Sustainable Development.
Prisa Group commented that the medias responsibility
is to question and communicate stories with verified
information and accurate data. To do this, it encouraged
other companies to stop having low profiles when
communicating good deeds, and to align their efforts
The KPMG Survey of Corporate Responsibility30 stated
that CR (Corporate Responsibility) reporting is now
undeniably a mainstream business practice worldwide,
undertaken by almost three quarters of the 4,500
companies surveyed. Among them, the Global Reporting
Initiative (GRI) remains the most popular voluntary
reporting guideline worldwide.
However, during the workshops the discussion did
not only revolve around the use of SDGs as metrics
or references to communicate progress on corporate
sustainability, rather it was focused on how the
communication of initiatives and activities is in itself a
tool for the dissemination of sustainable practices. It
was noted that companies, together with institutions,
have to learn to better tell their stories with the SDGs
and sustainable development.
30. Adrian King and Wim Bartels, The KPMG Survey of Corporate
Responsibility Reporting 2015 (Amsterdam, KPMG International
Cooperative, 2015). Available from https://www.kpmg.com/CN/en/
IssuesAndInsights/ArticlesPublications/Documents/kpmg-survey-of-
corporate-responsibility-reporting-2015-O-201511.pdf
with the media to tell stories that inspire other entities
to join the change.
Sigre spoke about its annual Social Responsibility
Report in accordance with the standard Global Reporting
Initiative (GRI), which is one of the main references
worldwide in sustainability reporting.
Duas Rodas pointed out that, while the company
does not have a reporting system based on SDGs, it
understands that using them in the development of an
annual report would be very beneficial. This use of the
SDGs would add value to the brand and create a positive
image in the community and to its customers. This could
help mitigate risks and optimize business opportunities.
Organizacin Ardila Llle companies RCN Radio, RCN
TV, Postobon, Incauca and Ingenio Providencia since
2010 report sustainability performance following the
GRI guidelines. This has allowed to internally document
and disseminate good practices and to establish specific
commitments and KPIs in order to assess progress.
40
CASE STUDIES
 As companies face the challenges of integrating the
SDGs into their business practices, the opportunity to
learn from others within the private sector and share
best practices is invaluable. The SDG Funds Private
Sector Advisory Group (PSAG) member companies, all
of whom already had an established track record of
sustainable practices and policies, have been actively
engaged with the SDGs since their first meeting in April
2015. As such, they can serve as models for companies
at an earlier stage in their engagement with the SDGs.

The following case studies give some insight into ten

PSAG member companies and spotlight projects they
have been working on, emphasizing how the SDGs
can be incorporated into a companys core business
activity, the crucial importance of establishing diverse
partnerships to bring about sustainable and targeted
change, as well as the business opportunities these
sustainable development projects can create.

42
 3.1. Grupo Nutresa

Grupo Nutresa is a food processing company with a
long-standing commitment to sustainability, having
been listed in the Dow Jones Sustainability Index for six
consecutive years. They are based in Colombia and are
considered a key player in the Latin American market,
with 45 production plants, 45,000 employees and more
than one million clients.
They consider sustainable development as their
overriding management framework, with the aim of
ensuring their economic model goes hand-in-hand
with social development that benefits their various
stakeholders and in harmony with the environment
In 2014, Grupo Nutresa identified six strategic priorities
in sustainability and has backed this up both through
involvement in collaborative development projects
and through its core business practices. With a direct
presence in 14 countries, Grupo Nutresa has put in place
numerous initiatives to reduce the environmental impact
of its plants, work with local farmers and suppliers, and
provide business opportunities targeted at women and
small vendors.

We work, convinced that every positive

change towards sustainable goals that
is generated together with a person, a
family or a community reaches a wider
environment, thus forming an increasingly
stronger chain, because only when it is
understood that the power to push for
changes resides in each of us, is when we
make A Future Together possible.

Case Study: Improving coffee processing

In 2013, Grupo Nutresa launched a four year project to
work with small farmers on improving coffee processing
practices. Based on the realization that small farmers
did not have enough income to invest in improvements
to their farms and equipment, Nutresa partnered with
a coffee growers cooperative to improve infrastructure
for coffee processing.
Eligible members were provided with assistance in the
form of materials destined for specific, time-constrained
projects on their farms. It was found that once initial
assistance was provided, many beneficiaries were able
to continue to develop projects beyond the initial scope
thanks to the help provided by the cooperative.
Of the 1,540 cooperative members, 1,135 were
beneficiaries of this program, including all 26 female
members.
The project allowed for better coffee processing, while
also improving the lifestyle and skills of local suppliers.
It proved to be a mutually beneficial partnership which
has been helping to support sustainable development
while supporting Nutresas core business practice.

43
3.2. Sahara Group
The Sahara Group is a Nigerian conglomerate with long-
standing experience in the oil and gas sector, and more
recently in the wider energy and infrastructure sector.
It is made up of 20 operating companies and currently
maintains offices and operations on four continents.
With the publishing of its first sustainability report
in 2014, the Sahara Group reaffirms its commitment
to accountability and sustainability and is working to
more closely align its numerous CSR initiatives with
the SDGs. It sees these initiatives and its wider work
towards attaining the SDGs as a business safety net
and trampoline for our core business and the society
at large.
In accordance with their commitment to productive
partnerships with local communities and reducing the
impact of their activities on the environment, the Sahara
Group established the Sahara Foundation which in 2015
alone had over 50,000 direct beneficiaries.
In the words of Babatomiwa Adesida, manager of the
Sahara Foundation:
Case Study: Light Up Nigeria Challenge
The Sahara Group, in conjunction with ENACTUS
Nigeria, hosts a yearly event to encourage innovation
in alternative and renewable energy resources. The
competition brings together students from tertiary
education institutions from around the country who
present projects showcasing alternative energy sources
and innovations to help ensure sustainable electricity
supply in Nigeria.
The 2015 competition, which attracted entries from 28
different schools, involved developing simple models
to reduce energy production costs and encourage the
use of alternative energy sources in communities, small
44
Our commitment is to promote activities
that create positive business footprints
through sustainable partnerships in line
with our Extrapreneurship concept. This
concept involves creating value through
leveraging internal and external strengths
to drive cross-sectoral collaboration
by connecting the right people and
organizations towards providing
sustainable solutions to global social
problems. The core of the extrapreneurship
framework is to create a platform that
finds, creates and connects young
extrapreneurs in emerging markets. This
will be achieved by leveraging on Sahara
Foundations key strength to bring together
various committed stakeholders through
our platform that has the capacity to
create and preserve wealth for our target
beneficiaries.
businesses and schools. The winning group then had
the opportunity to present their ideas in front of a global
audience in South Africa.
This competition provides a national and international
platform for young people to present their ideas
and empowers them to make real change in their
communities. It also serves to power innovation in the
energy sector where the Sahara Group conducts most
of its business, helping develop more efficient and
environmentally-friendly solutions while contributing to
sustainability.
 3.3. BBVA Microfinance Foundation
The BBVA Microfinance Foundation is a non-profit
entity, created by BBVA Group in 2007 with the mission
of promoting the economic and social development
of vulnerable people, through financial inclusion. The
Foundation has two main lines of activity:
First, the consolidation of its group of microfinance
institutions in Latin America. With nearly 8,000
employees and more than 500 branch offices throughout
Latin America and the Caribbean it is providing
Responsible Productive Finance to 1.8 million vulnerable
Case Study: Responsible Productive Finance
Responsible Productive Finance is the methodology
of the Foundation, where financial services, as
well as accompaniment are provided to support its
clients economic activity, pursuing their sustainable
development. The aim of this model is that clients and
their economic activities become successful, not only
through financial services (credit, savings, insurance,
remittances), but also through comprehensive and
continuous support, enhancing their business abilities
and financial literacy.
Savings for All, a program in Peru for vulnerable
groups in rural high Andes areas implemented through
its microfinance institution (Financiera Confianza) is an
example of Responsible Productive Finance. It seeks to
improve the living conditions of the least advantaged
rural populations by means of financial education in
people. It has disbursed more than USD 8.1 billion in
productive loans to low-income entrepreneurs since its
establishment.
Second, the BBVA Microfinance Foundation actively
works on the development of the microfinance sector
through good corporate governance, human capital
training, promoting appropriate regulations and social
impact measurement.
The BBVA Microfinance Foundation
recognizes the magnitude of the challenge
that poverty alleviation and financial
inclusion mean. In recognition of this
challenge, numerous actors must be
involved, and joint public and private efforts
need to be made.
their indigenous language (Quechua) using puppets
and a programmed savings product designed with their
needs in mind. In two years of operations, the program
has taken financial education to over 13,650 people
in 52 rural communities in the Apurmac and Cusco
regions. Of the people receiving training, 23% valued
the security provided by the formal financial system
when they decided to open a savings account, with 80%
of those being women. Clients define their savings aims
when they open their account: most were saving for the
primary purpose of paying for their childrens education,
viewing this decision as the opportunity for the latter to
achieve a better standard of living. This program and its
findings showed that financial inclusion play a critically
important role in reducing poverty.
45
3.4. Organizacin Ardila Llle
Organizacin Ardila Llle is a leading Colombian
conglomerate, involved in sectors as diverse as
media and communications, agro-industry, insurance,
beverages and the automotive sector. The company
has a long-standing commitment to sustainability and
corporate social responsibility with a particular focus on
developing human capital, creating a sustainable value
chain and minimizing environmental impact.
In recent years, the companys sustainability initiatives
have been reorganized in a more systematic way so as
to make better use of opportunities that contribute to
core business, identifying opportunities for creating
competitive advantages or mitigating industry-related
risks. Postobn, a member of the conglomerate and the
largest non-alcoholic beverage company in Colombia,
boasts a sustainability model called Uno ms Todos
which aims at co-partnership in order to bring about
significant and effective change.
Case Study: Micro-franchising
In 2015, Postobn became the only private sector partner
in a micro-franchising initiative headed by Propas,
a Colombian entity that helps facilitate cooperation
between the government and the private sector, and the
Inter-American Development Bank.
The program helps small businesses with large potential
to become a microfranchise, expanding their reach and
profitability. At the same time, the program also provides
training sessions to potential low income entrepreneurs so
that they can purchase one of those franchises and thus
start a business without many of the associated risks.
The SDGs call on businesses creativity, in
order to find ways of managing their impact
in such a way that they can contribute to
overcoming global challenges. says Ana
Maria Guerrero, head of Sustainability at
Organizacin Ardila Llle.
Organizacin Ardila Llle believes that the SDGs provide
a useful platform for private sector initiatives in terms
of sustainability and development, as they provide a
unified language which allows for better understanding
and cooperation both within the private sector and with
other actors.
The project has involved significant outreach to raise
awareness among potential partner companies as well
as training programs for both consultants and new
franchisees in order to ensure the long-term success and
sustainability of the initiative.
Postobn found itself uniquely positioned to make a
significant contribution to the project due to its business
expertise and long-standing involvement with local
suppliers and companies that could benefit from this
micro-franchising scheme.
46

Established in 2009, Fundacin SERES is an entirely
privately-funded institution whose mission is to promote
corporate commitment to societal improvement in line
with their business strategy and while generating value
for all stakeholders involved. It is a non-profit body that
brings together 129 of the largest companies based in
Spain to address social needs and promote shared value
models and changes in corporate culture.
In their view, a key value of the SDGs is their universality,
which provides a common language and shared
framework for coordinating the sustainability and
development efforts of all the companies they work with.
The mission of the Foundation is aligned
in many ways with the objectives of
the SDGs which is to promote the
transformation of the business reality to
create better societies. Moreover, the SDGs
are the universal language and vehicle that
can facilitate the path to achieve
these goals.
Case Study: Annual Compartiendo event and Informe
del impacto social de las empresas
In 2016, Fundacin SERES held its fourth annual
Compartiendo (Sharing, in English) business conference.
Past iterations have focused on sharing solutions,
sharing challenges and sharing opportunities. This year
the conference focused on sharing new models and had
as its key focus the presentation of an innovative social
model by Action Tank.
By bringing together representatives from various
companies associated with SERES as well as
groundbreaking speakers such as Action Tank for
discussions, roundtables and presentations, SERES
works to improve knowledge and build awareness
throughout the private sector of different and effective
ways to engage with ideas of development and social
3.5. Fundacin SERES
SERES shares the SDG Funds mission to raise awareness
of the SDGs. The Foundation helps communicate the
importance of companies adopting the SDGs through
events, workshops and the publication of numerous
reports. It is specially important their work with senior
management, where they engage and work with major
challenges with relation to social value creation.
They believe that companies who do not adopt these
ideas regarding sustainable development are missing
the opportunity to expand their business, reach new
markets and innovate.
change. They also act as a valuable platform for sharing
experiences and best practices. In this way, Fundacin
SERES are helping make the SDGs a widespread and
everyday part of business strategy.
Moreover SERES along with Deloitte annually publish
a report Informe del impacto social de las empresas
(Social impact of enterprises, in English) to show
the aggregated impact of the actions carried out by
companies. This report aims to communicate the work
that they do and show how they positively generate
value for the society. This report also encourages
many other companies that have not yet participated
to measure their activities in social action, report them
and communicate them.
47
3.6. Ebro Foods
The Ebro Group is a leading company in the food
processing sector. Originally established in Spain, it
now has a presence in more than 52 countries on four
continents, is the world leader in the rice sector and
second largest pasta manufacturer worldwide.
As a company involved in the agricultural sector,
Ebro Foods understands the vested interest it has in
promoting sustainable development and encouraging
both the efficient use of resources and innovation in
the sector. As a result, sustainability is built into every
aspect of the company.
One of the main pillars of Ebro Groups
strategy is sustainable growth, generating
value for all our stakeholders in the
development of our business activities.
In this sense, the work we do related to
many SDGs comes naturally, as it forms
part of our commitment to encouraging
sustainability throughout our value chain.
Case Study: Food security among small farmers in Viet Nam
In the province of Phu Tho, Viet Nam, 84% of the
population is involved in rice growing and depends on
this crop for nourishment, and 30% of the population
are living in poverty. As part of its work through the Ebro
Foundation, Ebro Foods and Fundacin CODESPA, a
Spanish NGO that works to help people escape poverty
through employment opportunities, launched a project
in 2014 to improve food security among rice farmers in
this province.
The aim of the project was to improve agricultural practices
and processes in order to improve yields, helping to reduce
the frequent food shortages that affect this area and
allowing farmers to increase their income by producing
surplus crops. This was achieved through innovation in
the use of fertilizers. A new pellet-form fertilizer allowed
for a slower release of nutrients in the soil and was less
likely to be depleted through evaporation and leaching
than the traditional surface fertilizers.
Ebro encourages transparency, compliance with good
governance and a commitment to consumers, employees
and the responsible management of resources. Ensuring
a sustainable business model is enshrined as one
of the four policy objectives of its Corporate Social
Responsibility policy.
In 1998, the company established the Ebro Foundation
as the driving force behind its social and sustainable
agriculture action. The Foundation is involved in
solidarity actions, cooperation programmes and projects
which contribute to the socioeconomic development of
the geographical regions in which the company operates.
This change led to improved crop yields of between 13%
and 25%, depending on the area, and increased farmers
income by 18% to 40%. So far over 60,000 households
are benefitting from the use of this new fertilizing
system, which is sold at an affordable price and has
reduced contamination by 90%.
In a show of its continued commitment, in 2016 Ebro
Foods joined the Sustainable Rice Platform (SRP), a
multi-stakeholder association co-created by UNEP
and the International Rice Research Institute to ensure
sustainability all along the rice value chain. Also, in 2015,
Ebro Foods joined the SAI platform, the primaryglobal
food & drink value chain initiative for sustainable
agriculture, that facilitates sharing, at precompetitive
level, of knowledge and best practices to support
the development and implementation of sustainable
agriculture practices, and created with several other
members a specific working group for rice.
48

H&M is a global fashion company based in Sweden which
currently comprises of six distinct fashion brands and
more than 4,100 stores in 64 markets. Their stated aim
is to make sustainable, good-quality fashion accessible
and affordable and use their scale to help drive systemic
change making the fashion industry economically,
socially and environmentally sustainable.
The company recognizes that incorporating sustainable
development into their business strategy is of paramount
importance, as they help ensure the longevity of
their business and improve the lives of those whose
work is directly or indirectly related to their activities.
H&Ms approach relies on a broad global vision and
integration of the sustainability programs in all business
funcions programs. Theseare then tailored to each
specific context, designing programs and initiatives in
collaboration with relevant partners in order to ensure
the effectiveness and sustainability of their projects.
Case Study: Industrial Relations in Ethiopia
As part of a partnership agreement signed in 2014 by
H&M and the International Labor Organization (ILO),
H&M, ILO and the Swedish International Development
Cooperation Agency (Sida) have launched a program
in Ethiopia aimed at improving industrial relations
and social dialogue in the garment manufacturing
sector where H&Ms suppliers operate. The project,
co-financed by H&M and SIDA, is being implemented
by ILO in collaboration with the Ethiopian government,
the Confederation of Ethiopian Trade Unions and the
Ethiopian Employers Federation, demonstrating the
potential for multi-partner development projects that
include UN agencies, governments, companies and
civil society.
The project is assisting the relevant local and industry
stakeholders in their efforts to promote social dialogue
and improve productivity as well as improve wages and
working conditions through nurturing sound labour
relations practices and promoting collective bargaining.
This will not only contribute to creating a socially
3.7. H&M
A key appeal of the SDGs is the broad consensus and
global commitment they represent and the way they
encourage an inclusive and collaborative approach to
development.
We were involved among the thousands
of stakeholders who participated in the
global consultations of the SDG agenda
and we warmly welcome the SDGs and
especially its collaborative focus where
the role of all sectors, including the private
sector, is very clear.
They recognise that the SDGs are very much in line with
their existing priorities and provide a good framework
when designing the business strategy going forward
and in finding new and innovative collaborations.
sustainable textile and garment industry in Ethiopia, but
also create the necessary conditions for improving the
quality of goods, increasing productivity, job satisfaction
and overall social and economic development.
Within their Industrial Relations and Social Dialogue
Program and in addition to their work with ILO and
Sida in Ethiopia, Cambodia and Myanmar, H&M is also
running industrial relations projects in factories in
Bangladesh, India and China which include a significant
training aspect, for instance educating workers on how
to establish democratic elections for representatives
and the creation of effective social dialogue between
workers and employers. Based on their shared belief
in the benefits and importance of a well-functioning
social dialogue, H&M has also partnered with the trade
unions IndustriALL Global Union and IF Metall through
a Global Framework Agreement and are also a partner
of the Global Deal initiative developed by the Swedish
Prime Minister in cooperation with ILO and OECD
launched in 2016.
49
3.8. Ferrovial
Ferrovial is one of the worlds leading infrastructure
operators and municipal services companies, committed
to developing sustainable solutions. Working in
the areas of Services, Toll Roads, Construction and
Airports, Ferrovial feels that the private sector can
make a significant contribution to development and
sustainability through its core business activities.
The SDGs provide a framework for
businesses to restructure their sustainability
efforts, meaning we see opportunities to
contribute to global objectives through our
core business. Cristina Moral, Corporate
Responsibility Senior Manager
Case Study: Carrera 80
In 2013, Ferrovial Agroman was granted a contract to
begin expansion and upgrade work on the Carrera 80,
which connects the city of Medelln in southwestern
Colombia with the Pacific ports. Beyond being
concerned with the construction of key infrastructure,
Ferrovial ensured that this project contributed to
sustainable development by building partnerships with
local authorities and communities and by approaching
challenges in accordance with the SDGs.
The project site was in one of the poorest areas of Medelln
and preliminary reports identified numerous challenges
facing locals, including poorly-constructed housing and
improper waste management. Ferrovial, in partnership
with the Medellin City Council and ISVIMED (the Medellin
Social and Housing Institute) worked to resettle families
and evaluate the structural impact of the project on nearby
constructions following completion of the roadworks.
It was necessary to involve the community if the
project was to be successful; people had to see it
With a presence in over 14 countries, Ferrovial understands
the wide-ranging impact their actions can have, and feels
that companies who do not incorporate sustainability
and development into their day-to-day activities will lag
behind and lower both their reputations and their chances
of accessing new business opportunities.
Ferrovial is currently working to adapt their Corporate
Responsibility Strategic Plan (Plan 2016) to better
reflect the SDGs and has been included in the Dow Jones
Sustainability Index (DJSI) for the fifteenth consecutive
year; one of only three companies in the Construction
and Engineering sector featured this year.
The company is involved in development projects around
the world and wants to go beyond simple investing:
Ferrovial wants to be an industry partner of the New
Agenda and not merely a financial ally, playing a key role
in the achievement of the SDGs.
as an opportunity for boosting growth and social
development in the area. Through this project,
professional opportunities were created for local
residents, totaling 750 direct and 500 indirect jobs,
incorporating and increasing financial resources into
the community. Local involvement and input was
ensured through constant communication with local
committees and their leaders, including a large number
of women.
As a result, access to homes has been improved,
several further infrastructure projects are underway
and local communities have been able to establish new
partnerships with other regional stakeholders.
This project is a clear example of how companies can
incorporate SDGs into their core business, as Ferrovial
put measures in place to encourage sustainable, positive
impacts in consultation with the local community as part
of its commercial ventures.
50

The PVBLIC Foundation is a non-profit organization
committed to using media and new technologies to
drive social change. They partner with non-profit groups
and social impact campaigns with limited budgets and
use their experience to create a media strategy that
will increase issue awareness and effectively reach the
target audience.
PVBLIC pairs with a variety of partners at the local,
national and global levels, from creative agencies to
government agencies or documentary filmmakers, all
with the aim of raising awareness on a mass scale.
As key partners of the SDG Fund, PVBLIC believes that
the media, and in particular social media, will be crucial
in raising awareness and organizing concerted efforts to
help achieve the SDGs by 2030.
Case Study: YouthSpeak Survey
In 2015, PVBLIC Foundation partnered with AIESEC to
launch the second YouthSpeak Survey. This survey aimed
to find ways of engaging millennials by determining how
aware they are of the SDGs, what they care about, how
they would like to be involved in the implementation of
the SDGs and how young people can be empowered to
take meaningful action.
The survey eventually collected responses from 160,292
young people worldwide, finding that nearly half were
already aware of the SDGs. Other insights involved what
factors are most important to young people and where
they turn to for information; namely online social media
platforms and television, showing the importance that
media will play in informing and engaging younger
generations.
51
3.9. PVBLIC Foundation
By seeking new partnerships and
promoting active participation of
national governments, corporations,
NGOs, and individuals, the SDGs can be
achieved. PVBLIC wants to be at the core
of the global conversation and increase
the number of partnerships with different
international actors involved in the
process.
AIESEC is the worlds largest youth-led organization and
seeks to provide young people with opportunities to
undertake experiences that have a positive impact on
the world while developing valuable skills. By partnering
with PVBLIC they were able to combine a global network
of young people with media sector expertise to help
raise awareness about the SDGs and find new ways of
contributing to their implementation in meaningful ways.
The momentum of this YouthSpeak survey has led to
other initiatives, such as AIESECs Thunderclap project,
described as the first-ever crowd-speaking platform,
helping create visibility for an issue on social media by
coordinating efforts and having large numbers of people
share the same message at the same time.
3.10. SABMiller
SABMiller is a multinational brewing and beverage
company with a presence in more than 80 countries
and over 70,000 employees. They are committed to
their work in sustainable development and wish to do
business in a way that improves livelihoods and builds
communities.
The company has made vast strides in implementing
the SDGs as part of its business strategy. SABMillers
sustainable development strategy and sustainable
development reports specifically use the SDGs as
a framework for outlining the work and progress
they have made. Furthermore, they understand the
importance of moving beyond philanthropy to a
business model that fully integrates ideas of sustainable
development- an attitude that is demonstrated through
a sustainable development strategy based on five
shared imperatives, acknowledging the need to work
with local communities, suppliers, governments and
consumers to tackle joint risks and create mutual
benefits.
Case Study: Precision Irrigation of Barley (PIB)
As part of its a resilient world imperative, SABMiller
has launched a number of initiatives aimed at achieving
a more efficient use of water. This is based not only on
a commitment to environmental sustainability, but the
reality that water is an essential part of the brewing
process and therefore essential to SABMillers continued
productivity.
Notable among these is SABs Maltings precision
irrigation of barley (PIB) project in South Africa. The
barley used by the company is grown in an arid region of
South Africas North Cape, where it competes for limited
water resources with the mining sector, other agriculture
and domestic consumption.
Maltings partnered with the University of the Free State
and volunteer farmers to develop a system that would
reduce the amount of water used for irrigation. According
While philanthropy and community
investment continue to play a role, our
most powerful contribution will be made
through our core operations and our
value chain through the jobs we create
and sustain, the economic growth and
investment that we stimulate, the way we
steward natural resources, and the high
standards of responsible behaviour that we
set for ourselves right across our business.
The company sees the SDGs as a valuable tool for
businesses, creating a framework for collaboration and a
way of connecting sustainability efforts with the creation
of business value. In an effort to facilitate the application
of the SDGs to all businesses, SABMiller, in partnership
with Earth Security Group, has created an SDG business
impact tool which acts as a lens through which potential
avenues for engagement with sustainable development
within core business activities can be understood.
to internal studies, in 2009 SAB Ltd.s water footprint in
South Africa stood at 155 liters of water per liter of beer,
84% of which corresponded to irrigation.
The two-year programme required volunteer farmers
to experiment with new irrigation techniques, which
involved specific amounts of water being used at each
growth stage of the barley. By collecting extensive data,
SABMiller was able to create a personalized irrigation
recommendation chart for each farm, to be used in
conjunction with advice from external consultants. A
partnership with the University of the Free State in the
second year allowed for continued evaluation of the
results and more intensive barley-growing trials.
By the end of the program participation had increased
from three farms to thirteen, and water usage had been
cut in half.
52
TOOLS FOR BUSINESSES
The UN Global Compact (UNGC) has developed a number
of tools which can help businesses eager to integrate
the Sustainable Development Goals into their day-to-
day activities. These tools can help overcome common
challenges such as finding the most productive ways
of incorporating the SDGs into core business activities,
adapting the Goals to specific contexts and businesses,
measuring progress and impact, and building productive
partnerships based on a common commitment to the
Sustainable Development Agenda to better enjoy the
benefits of this engagement.
4.1.
The UN Global Compact and
the SDG Compass: Aligning
business strategies with the
SDGs
The United Nations Global Compact is a call to
companies everywhere to align their operations and
strategies with ten universally accepted principles in
the areas of human rights, labour, environment and anti-
corruption, and to take action in support of UN goals
and issues embodied in the Sustainable Development
Goals. The UN Global Compact is a leadership platform
for the development, implementation and disclosure of
responsible corporate practices. Launched in 2000, it
54
is the largest corporate sustainability initiative in the
world, with more than 9,000 companies and 4,000 non-
business signatories based in over 160 countries, and
more than 80 Local Networks.
The UN Global Compact is a voluntary initiative that
brings together diverse businesses to advance United
Nations values and responsible business practices
within the United Nations System and among the global
business community1. UN Global Compact aims to
mainstream sustainable business engagement, based
on the belief that deep, systemic transformations, such
as that called for by the SDGs, will not be achieved
without the full engagement of the private sector and a
widespread commitment to sustainable business.
Through aMaking Global Goals Local Businesscampaign,
the UN Global Compact works to raise awareness of the
SDGs among businesses around the world. To move
from awareness to action, the UN Global Compact
offers participants anextensive toolboxincludingnext-
generation solutions platforms, an onlineUN Business
Action Hub at business.un.org and resources, such as
the SDG Compass, the SDG Industry Matrix and tools
focused a range of specific issues aligned with the SDGs.
The SDG Compass was developed with a focus on
large, multinational enterprises, however small and
medium enterprises (SMEs) and other organizations are
also encouraged to use it, adapting as necessary. It is
designed for use at entity level, but may also be applied
at product, site, divisional or regional level as required.
1. A/RES/70/224
The SDG Compass Guide is organized into sections that
address each of the five steps:
01
Understanding the SDGs
As a first step, companies are assisted in familiarizing
themselves with the SDGs. Both SMEs and large
companies are called on to play a key role in the
implementation of the SDGs from the bottom up. There
are material, market-based and social-based drivers and
incentives for all companies, so no matter their size,
geographic location or sector, a sound understanding
of the SDGs and the way they relate to the companys
business strategy is relevant and beneficial.
02
Defining priorities
To benefit from key business opportunities presented by
the SDGs and reduce risks, companies are encouraged
to define their priorities based on an assessment of their
positive, negative, current and potential impact on the
SDGs across their value chains.
55
03
Setting goals
Goal setting is critical to a businesss success and helps
foster shared priorities and better performance across
the organization. By aligning company goals with the
SDGs, leadership can demonstrate its commitment to
sustainable development.
04
Integrating
Integrating sustainability into the core business and
governance, and embedding sustainable development
targets across all functions within the company are key
to achieving set goals. To pursue shared objectives or
address systemic challenges, companies increasingly
engage in partnerships across the value chain, within
their sector or with governments and civil society
organizations.
05
Reporting and
communicating
The SDGs enable companies to report information on
sustainable development performance using common
indicators and a shared set of priorities.

Companies can use the SDGs as an overarching
framework to shape, steer, communicate and report
their strategies, goals and activities, allowing them to
capitalize on a range of benefits such as:
Identifying future business opportunities: The SDGs
aim to redirect global public and private investment
flows towards engaging with global challenges.
In doing so they define growing markets for
companies that can deliver innovative solutions and
transformative change.
Enhancing the value of corporate sustainability:
Whilst the business case for corporate sustainability
is already well-established, the SDGs may, for
example, strengthen the economic incentives for
companies to use resources more efficiently, or to
switch to more sustainable alternatives.
Strengthening stakeholder relations and keeping
the pace with policy developments: The SDGs
reflect stakeholder expectations as well as future
policy directions at the international, national and
regional levels. Companies that align their priorities
with the SDGs can strengthen engagement of
customers, employees and other stakeholders,
and those that do not will be exposed to growing
legal and reputational risks.
In this sense, beyond materiality considerations,
companies that align their strategies and goals with the
SDGs will have the incentive and know-how to optimize
their investment in CSR and development projects. By
committing to these universal goals and aligning their
strategies with the SDG Agenda in a way that responds
to the specific context in which they operate, companies
will be in the best position to create trust and engage
in principle-based partnerships with other public and
private stakeholders.
The individual commitment of a company through
participation in local organizations or thematic platforms
can scale the value of their engagement, granting access
to national, regional and relational networks linked
by a universally-acknowledged Agenda, including a
common language and shared purpose. The SDGs
define a common framework of action and language that
will help companies communicate more consistently
and effectively with stakeholders about their impact
and performance. The goals will help bring together
synergistic partners to address the worlds most urgent
societal challenges.
4.2.
Local Dimensions of the
Global Agenda: Local
Networks
As part of their aim to engage with global issues on a
local scale, the UN Global Compact has also developed
what they call Local Networks. These are independent,
self-governed, self-managed entities that work with
Global Compact to help companies understand what
responsible business and engagement in sustainable
development means in their specific national, cultural
and lingual context. They facilitate outreach, policy
dialogue and education through seminars, issue-specific
workshops and consultation and by providing a platform
for networking and collaboration between businesses
and varied stakeholders, including NGOs, governments
and academia.
Much like the workshops run by the SDG Fund,
these kinds of networks can help businesses identify
sustainability challenges, opportunities and share
experiences and best practice. In this way they can lead to
a better engagement with the Sustainable Development
Agenda and help provide the support needed for more
companies to begin working towards these targets.
Currently present in approximately 80 countries,
these local networks provide a good opportunity for
businesses to engage with the SDGs and also for the
private sector to become more involved in the wider
conversation. Among its potential contributions, Local
Networks can:
Provide a business perspective within wider
dialogues relating to national priorities and SDG
action plans.
Facilitate partnerships and collective action for the
implementation of the SDGs.
Promote accountability measures and reporting
procedures to track progress made towards
implementing the SDGs.
Local Networks aim to have a specific impact on SDG
implementation through their SDG Action Plans. These
will help translate the global agenda to the local level,
identify all relevant local stakeholders, map out key areas
of opportunity and coordinate business engagement.
These action plans promote and facilitate private sector
involvement by:
56
 Helping to mainstream business goaland
strategyalignment with the SDGs through training
and the dissemination of reference documents and
tools such as the SDG Compass.

Contributing to the establishment of a public-private

multi-stakeholder policy space for businesses to
engage with the challenge of advancing the SDGs
at the local level. Dialogue can be oriented to
reinforce and complement public policies for the
advancement of national SDG action plans.

The Local Networks will bring together diverse

entities to combine business experience with
institutional insight, national policy-making and
innovative research. Local Networks must be as
inclusive as possible in order to broaden and
enrich policy dialogues and create new and diverse
partnerships. By creating a unified dialogue and
policy-making process, these networks can help
ensure a common strategic approach, greater
accountability and a more significant impact.

Fourth, the Local Networks will explore how to best

foster resources mobilization to finance local SDG
initiatives, working with both public and private
sector investors, development banks, corporate
foundations and philanthropic organizations in
line with Global Compacts Principles of Responsible
Investment.

These Local Networks therefore serve as a useful

environment in which to bring together all relevant
stakeholders to create targeted, contextualized
solutions. From the point of view of the private
sector, it means an opportunity not only for learning
more about the SDGs, but also to engage with more
traditional development partners to ensure business
experience and assets are leveraged, while creating new
opportunities for companies.

57
 CONCLUSION
This report has sought to explore the concept of
universality, a fundamental dimension of the SDGs, but
one that presents unique challenges. It establishes that
the Sustainable Development Agenda applies to all, is
the responsibility of all, and as such, all can play a part in
its success. The 2030 Agenda therefore does not simply
allow a space for the private sector to become involved,
it actively requires its participation to tackle these global
challenges.
Through the workshop discussions and questionnaires
received from participating companies it has become
clear that there is significant interest within the private
sector to engage with a common framework that will
guide sustainable development practices, which up
to this point have often been considered under the
general umbrella of Corporate Social Responsibility or
environmental initiatives. A common thread throughout
this study has been an acknowledgement on the part of
businesses that regardless of size, sector, geographic
presence or any other differentiating factor, every
company has a role to play within the 2030 Agenda. This
is heartening to see, as it is very much in the spirit of the
universality principle.
This series of workshops provided the opportunity
to work not only with Private Sector Advisory Group
companies, but also with a wider range of businesses
at different stages of their engagement with the SDGs.
While all were evidently interested in the subject, it was
clear that these workshops and the opportunity to share
knowledge and best practices with other companies
were an eye-opening experience for all. In response to
questionnaires regarding current practices or measures
put in place to ascertain the impacts of development
initiatives, many companies admitted that they were
yet to implement these, but now had a clearer idea of
58
how to go about it. Alternately, the discussions and
further information which they had received concerning
the SDGs had led them to the realization that a number
of their current initiatives already contributed to the
achievement of one or more of the Goals, and with small
adjustments could be brought further in line with the
Agendas targets and aims.
This shows that while companies face a number of
challenges in becoming involved with the Sustainable
Development Agenda, much of this starts simply with
the need for a better understanding of the SDGs and
what universality means in practice. It is not enough to
know that the goals apply to all and that all have a role
to play, companies need to be able to understand the
Goals far more specifically in terms of what it means for
their business and how their core activities can support
the Agenda while creating new opportunities for growth.
It is important to remember that universality allows
for different kinds of involvement and implementation
depending on the specific context and constraints of
each company, so that each must evaluate how they
can best contribute to the Agenda and what particular
challenges they may face in implementing the SDGs.
The development of tools such as the SDG Compass and
Local Networks is helping bridge this gap. Increasingly
widespread adherence to the Goals and better knowledge
of them will come with a better understanding of how
they are relevant to each entity, whether in the public or
private sector.
There is also a need to develop indicators that will be
meaningful for businesses. Companies need to be able
to quantify the impact of their activities and investments
and, more generally, it is important to see what
progress is being made towards achieving the SDGs
and related targets. As such, what is an essential part
of the implementation of the Sustainable Development
Agenda will also serve to help engage businesses and
act as an incentive for involvement. Keeping the private
sector in mind, among other actors, when developing
these indicators can help ensure they reflect the SDGs
universality.
It is clear that the SDGs provide not only responsibilities
but also significant opportunities for the private
sector, and it is clear that businesses are realizing
this. Numerous CSR and sustainability initiatives are
now commonplace but businesses have welcomed the
SDGs as an overarching framework that can lead to
more coordinated initiatives, working with a common
language and a common set of targets, and resulting in
a more effective use of the resources and energy that
companies expend on sustainability and development.
Securing the longevity of key resources, creating more
engaged workforces, discovering new markets and
driving innovation are all key incentives and feature in
many of the programs now being implemented by PSAG
member companies.
Clearly, the private sector is looking for new ways
of engaging with sustainable development and it is
important that they do not do this in isolation. While a
number of companies are starting independent projects,
the SDG Fund is working to design Joint Programmes
that bring together partners from both the private
and public sector as co-designers, co-investors and
co-implementers, in order to leverage a wide pool of
expertise. The SDG Funds experience of working with
the private sector has been very positive. Companies are
sharing with the Fund their valuable expertise and trying
to find ways to work together with the public sector and
promote the implementation of SDG 17 (check the SDG
Funds webpage to see all the JPs with the private sector:
www.sdgfund.org). The programmes are only possible
because of these diverse and productive alliances and
help provide the governmental and institutional support
that many companies need to become better involved in
the Sustainable Development Agenda, while leveraging
their business expertise to create viable solutions and
working together to raise more widespread awareness
of the SDGs.
The universality of the SDGs has significant implications
in terms of working towards their achievement. It
extends a clear invitation to the private sector, creating
a framework that not only values but also requires
their contribution. While this is a departure from
most traditional practices within the public sector
and development in general, it can lead to a far wider
engagement with the SDGs and new avenues of progress.
Keeping in mind the private sectors need for a more
targeted understanding of their potential contribution
and specific indicators to quantify their involvement can,
along with continued consultation and dialogue, help
build a more productive public-private partnership for
development in the coming years.
59
 The Sustainable Development Goals Funds is a multi-donor and multi-agency
mechanism created in 2014 by UNDP on behalf of the UN System, to support
sustainable development activities through integrated and multidimensional joint
programmes. Its main objective is to bring together UN agencies, governments,
academia, civil society and business to address the challenges of poverty, promote
the 2030 Agenda for Sustainable Development and achieve SDGs.